Madagascar Case Study FINAL Jan12 pdf

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CASE STUDY
Madagascar
Social Franchise Case Study
Madagascar’s Top Réseau Network
This document may be freely reviewed, quoted, reproduced or translated, in part or in full, provided the source is acknowledged.
RECOMMENDED CITATION
Population Services International (2011). Social Franchise Case Study: Madagascar’s Top Réseau Network. Washington, DC: PSI.
ORDERING INFORMATION
This publication is available for electronic download at: http://www.psi.org/resources/publications.
PSI shares its case studies with all interested individuals or organizations. Please note that the case studies are updated periodically
based on the latest available epidemiological, demographic, intervention effectiveness, and utilization data. As a result, numbers
used in this document should be considered illustrative only. They show how the intervention works, but they may have changed
since the time of writing.
For more information about social franchising or this case study in particular contact:
Julie McBride
1120 19th Street, NW, Suite 600
Washington, DC 20036
[email protected]
ACKNOWLEDGEMENTS
Thank you to Shannon McAfee for preparing this report and to the entire PSI Madagascar team for their assistance with compiling
information contained within it. Special thanks to USAID for funding this study.
Support for International Family Planning Organizations (SIFPO) is a five-year program funded by the United States Agency for
International Development (USAID) aimed at improving PSI’s capacity in family planning programming worldwide. Working
in partnership with IntraHealth International and the Stanford Program for International Reproductive Education and Services
(SPIRES), PSI’s vision is to significantly scale up delivery of high quality FP products and services to address unmet need in an
increasingly targeted and cost effective manner. PSI will emphasize increasing access, expanding contraceptive choice and
developing local leadership.
To access the capabilities of SIFPO, USAID missions and bureaus can buy into the cooperative agreement.
This case study is made possible by the support of the American people through USAID, under the terms of Cooperative Agreement
No. AID-OAA-A-10-00030. The contents of this case study are the sole responsibility of PSI and do not necessarily reflect the views
of USAID or the United States Government.
© Population Services International, 2011
POPULATION SERVICES INTERNATIONAL (PSI)
1120 19th Street, NW, Suite 600
Washington, DC 20036
P S I / M A D A G A S C A R
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table of contents
Abbreviations and Acronyms
5
1. 5
Executive Summary
2. Background
6
3.Context
8
3.1
National population and health status
8
3.2
Healthcare system
10
3.3
Regulatory framework for private providers
12
3.4
Market opportunities
13
4.Business Model
14
4.1Franchisor
14
4.2Franchisees
16
4.3Scalability
18
4.4
Target population
19
4.5
Franchisee Relations
21
4.6
Costs/benefits of enrollment
21
4.7
Franchisee retention/attrition
22
5.
Marketing and Communications
23
5.1
Network linkages
25
6.
Services and Commodities
25
6.1
Services and commodities offered under franchise
25
7.Finances
27
7.1
Prices for commodities and services
27
7.2
Payment sources
28
7.3
Franchise Finances
29
7.4Donors
29
7.5
29
Cost subsidy per unit
8.Logistics
29
8.1
Procurement and delivery processes
29
8.2
Sales and inventory management
30
8.3Technology
9.
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3
30
Quality Assurance, Monitoring
and Research
30
10.
33
Challenges and Opportunities
11.
Lessons Learned
34
11.1 Prioritize Support and Partnerships
34
11.2 Foster Good Communication and Create Demand
34
11.3 Prioritize the Network within the Overall Program
34
11.4 Plan for data collection and analysis
34
11.5 Understand and respond to provider needs
34
11.6 Allow for Flexibility
35
11.7 Select providers carefully
35
11.8 Clarify Roles and Integrate Internally
35
11.9
35
Start Small, and Then Grow
12.Appendixes
12.1 Interviews Conducted
12.2 Pre-Selection Checklist for Potential Top
Réseau providers/clinics
12.3 Rapid Appraisal Supervisory Check-list
12.4 Sample Top Réseau Contract
12.5 Organigrams: PSI/Madagascar Senior Management
and Health Services
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35
35
36
38
40
47
executive summary
T
his case study documents the experiences in social franchising of the “Top
Réseau” network of private health providers, implemented by Population
Services International (PSI) in Madagascar. The methodology used
to compile this document includes field visits, document reviews and
interviews with various concerned parties including program and senior
management, field managers and staff, outreach workers, network doctors, and a
client. The case study also draws on the author’s extensive personal experience with
the program having worked as Technical Services Director at PSI/Madagascar from
2000-2004 and then later as a Regional Technical Advisor to reproductive health
programs from 2008-2010.
PSI is the leading non-profit social marketing organization in the world with
programs in over 60 countries. Social marketing is the use of marketing techniques
and principles to achieve positive social impact. Within PSI, the approach includes
marketing products, behaviors or services to increase the health status of vulnerable
populations. PSI prioritizes the use of research to design evidence-based programs.
Madagascar is one of the poorest countries in the world, with a growing population
and myriad public health problems. PSI began social marketing in Madagascar in
1999 with family planning products and HIV prevention. In partnership with the
Ministry of Health (MOH) in Madagascar, PSI has expanded its scope to work across
a wide range of activities including maternal and child health, reproductive health,
family planning, and STIs/HIV. Currently, the range of socially marketed products
and services distributed and promoted by PSI/Madagascar include:
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
▪▪
Male and female condoms (Protector Plus and Feeling)
Oral contraceptive (Pilplan) and a progestin-only pill (MicroPil)
Three-month injectable contraceptives (Confiance)
CycleBeads (Vakana)
Copper-T 380A IUDs
Implant (Implanon and SinoImplant)
Emergency contraceptive pill (Unipill)
Mosquito nets (SuperMoustiquaire)
Safe Water Solution (Sur’Eau)
Diarrheal treatment and Zinc (Hydrazinc)
Top Réseau franchised network of private health providers
PSI/Madagascar launched the Top Réseau branded network of private providers and
clinics in 2000. The focus of the network was originally on offering youth-friendly
adolescent reproductive health services. Just over ten years after the launch,
the network is adapting and responding to needs within the health market and
capitalizing on emerging opportunities for integration of services and target groups.
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5
Abbreviations and Acronyms
ASOS Action Socio-sanitaire Organisation Secours
(ASOS)
CDC
Centers for Disease Control
IPC
Interpersonal Communication
IPPF International Planned Parenthood Federation
FP
Family Planning
GATES The Bill and Melinda Gates Foundation
GFATM Global Fund for AIDS, Tuberculosis and Malaria
HIV/
Human Immunodeficiency
AIDS Virus/Acquired Immune Deficiency Syndrome
LTM
Long Term Family Planning Methods
MOH Ministry of Health
MSI
Marie Stopes International
ONG Organisation Non
Gouvernementale (Non-
Governmental Organization)
ONM National Organization of Doctors (Madagascar)
PSI
Population Services
International
PSI/M Population Services
International, Madagascar
SAF/ Malagasy Church of Jesus
FJKM Christ Development
Department
SALFA Malagasy Lutheran Church Health Department
SES
Socio-economic status
USAID United States Agency for International Development
VCT
Voluntary Counseling and Testing for HIV/AIDs
Some key lessons learned by the program with respect to
implementing a franchised network have been to prioritize the
network, and in marketing terms, treat it as a “primary product”. This
translates to a consideration of the providers as a target group who
merit the time and resources needed to cultivate a solid partnership.
Specific to the success of Top Réseau in Madagascar, PSI found that
intensive lobbying and public relations before implementing the
network in any given region was crucial. In addition, establishing
good and ongoing communication with providers, medical
associations and the MOH was equally important. Maintaining
open lines of communication with providers as well as building
strong demand-creation campaigns to increase demand for
provider services were also essential elements of the program.
2. Background
PSI/Madagascar officially launched the “Top Réseau” network
of social franchised health care providers and clinics in 2000 in
the eastern coastal region of Tamatave. Start-up funding for
this youth-friendly reproductive health project was provided by
the Bill & Melinda Gates Foundation but quickly supplemented
by the U.S. Agency for International Development (USAID) and
later expanded by other donors such as the Global Fund to Fight
AIDS, Tuberculosis and Malaria (GFATM).
At the time of the launch, HIV/AIDs rates in Africa were soaring
and there was a deepening concern that the island country of
Madagascar, with its apparently low prevalence of less than 1%
but persistently high rates of STIs, would soon fall victim to the
epidemic.1 Youth were and are still considered a high-risk group for
both STIs and HIV/AIDs, due to their risky and early sexual behavior
as well as their limited access to reproductive health care.2
In addition, the population rate in Madagascar continued to
rise and population experts were progressively more concerned
about the devastating effects that overpopulation would have
on a country where the majority eked out a living on less than
a dollar a day3. The total fertility rate for women was around 6
at the time, with over a third of young women beginning their
families by 19 years of age.4
These concerns led to the development of the Top Réseau
project that aimed to increase access and use of youth-friendly
reproductive health services for low-income Malagasy youth
aged 15- 24 years. Initial funding allowed the project to set up the
network in the one region of Tamatave with 30 providers across 17
clinics; later funding expanded the project into an additional eight
regions by 2011 with a total of 170 providers and 140 clinics. An
additional 33 clinics affiliated with PSI/Madagascar are expected
to join the Top Réseau network in 2011.
The core services offered by the network are STI prevention
and treatment, family planning counseling and methods, and
general reproductive health counseling. The Top Réseau providers
are required as network members to offer among their range
of reproductive health care products, those socially marketed
products that PSI distributes, including short-term family
planning methods (the pill “Piplan,” the hormonal injection
“Confiance,” the condom “Protector Plus”) and the STI treatment
kit for genital ulcers. Later, additional services were introduced as
optional add-ons to the core package: HIV testing and long-term
family planning methods. The network was designed to deliver
youth friendly services with the following key attributes:
▪▪ Reproductive health services specialized and adapted for youth
▪▪ A warm and friendly welcome
▪▪ Confidential, affordable, high quality services
In exchange for upholding the key brand attributes and core
services, and complying with PSI quality assurance and
supervisory requirements, network members receive multiple
benefits in the form of training and coaching, allocation of
certain equipment and materials, promotional materials
and signage, and adhesion in a close-knit community of
professionals. They also benefit from PSI’s multi-level
communication campaign that aims at creating demand for
services at the network.
At the clinic level, attractive signs with the Top Réseau rainbow
logo identify the network members. These signs are affixed to
the entryway of the clinic, with an additional sign indicating
the way to the clinic located on the road leading up to it.
1 USAID Madagascar HIV/AIDS Profile, September 2010.
2Ibid.
3 2001 data from: http://apps.who.int/whosis/database/core/core_select_process.cfm
4 UNICEF (http://www.unicef.org/infobycountry/madagascar_statistics.html), updated March, 2010.
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Outreach agents trained and supported by PSI refer clients to
the network clinics in their catchment area, handing out flyers
with addresses as well as personally accompanying interested
clients. Inside the clinics, privacy screens and provider jackets,
as well as other promotional materials, prominently display the
Top Réseau logo.
From 2000-2008, the network kept closely to its original
goals and objectives and contributed to increased modern
contraception use, reductions in overall fertility and to keeping
the HIV epidemic at bay. Although not entirely attributable
to the project, Madagascar saw an increase in national
contraceptive prevalence rate (CPR) from 18% in 2003 to 29% in
2009, a decrease in total fertility rate (TFR) from 5.2 to 4.8 in the
same period, static HIV rates5, and a drop from 36% to 32% in
the percentage of childbearing young women 15-19 years old.6
In addition, PSI TRaC studies from 2006-2010 show an increase
in contraceptive prevalence in Top Réseau catchment areas
from 26.1% to 39.6%7.
From January 2001 through June 2011, the Top Réseau network
succeeded in meeting the needs of 730,839 youth. Of these,
226,684 clients accessed family planning services, 158,790 STI
services, 190,442 received general counseling, and the rest
accessed other reproductive health services. While STI services
were most sought after at the debut of the Top Réseau network,
demand for family planning and general counseling at the
member centers has dramatically increased to date.
Graph 2.1: Client Flow by Type of Service 2001-2011
From 2008 through the present, the network has begun to
change in scope. With an added emphasis on expanding the
family planning method range to include long-term methods,
PSI has begun to work outside the exclusive youth target group
and instead include all women of childbearing age for its demand
creation and referral activities. In 2009, a family planning method
provider certification “ProFemina” was introduced as a way for
clients to easily identify quality family planning network services,
particularly with regard to long-term methods (LTMs). Soon
after, the “ProFemina” label was also extended as an umbrella
brand for long-term family planning methods.
While useful as an umbrella brand for the socially marketed
long-term family planning products, the certification of
providers under the Profemina logo proved too complicated
and cumbersome. Clients were confused about the difference
between Top Réseau providers and Profemina providers, PSI’s
supervision and monitoring systems were working inefficiently
in parallel, and those Top Réseau providers who adhered to
both the Top Réseau network and the Profemina providers were
frustrated by the redoubling of supervisory visits and paperwork.
This experience paved the way for the paradigm-changing
strategy that has recently been developed: repositioning the
5
6
7
USAID Madagascar Family Planning Presentation, Kigali Rwanda, March 2010, Benjamin Andriamitantsoa.
Decrease in % childbearing among 15-19 year olds from 2003-2004 to 2008-2009 from: “The Adolescent Experience In-Depth: Using Data to Identify and Reach the Most Vulnerable Young People: Madagascar 2003/04.” New York: Population Council, 2009; and Macro International Inc, 2011. MEASURE DHS STATcompiler. http://www.measuredhs.com, May 8 2011.
PSI TRaC surveys from 2006, 2008, 2010.
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Top Réseau network in 2011 as a multi-health issue leader in
quality services for low to middle income men and women of
reproductive age. The Profemina network will cease to exist and
instead the brand will figure as both an umbrella brand for all
family planning methods and possibly as a certification indicator
of long-term family planning services at participating Top Réseau
clinics. Any Profemina network provider not yet a member of the
Top Réseau network will be invited to join and be transformed into
a Top Réseau clinic, provided they adhere to the conditions and
offer all the core services.
Madagascar is host to multiple health challenges, especially
related to maternal and child health. Maternal, child and
infant mortality rates are particularly high. These rates
are influenced by myriad symptoms of poverty: serious
nutrition deficiencies, the prevalence of malaria and acute
respiratory infections, insufficient use of appropriate birth
spacing methods and a lack of sufficient hygiene and potable
water sources. In addition, access to appropriate health care
services is limited in rural areas where the majority of the
population resides.
3. Context
Recent statistics on the health force are lacking. As of 2000,
there were approximately 1.6 doctors and 3.2 nurses and
midwives per every 10,000 people living in Madagascar. The
most recent Health Sector Development Plan put forth by
the Ministry of Health for 2007-2011 outlines the number of
recorded personnel in the public and private sector as of May
2005. The following table comes directly from this plan and
draws on MOH reports and registers from the ONM and the
National Order of Nurses.
3.1 National population and health status
Madagascar is one of the poorest countries in the world, ranked
at 145 out of 182 by the UNDP8, and possessing a growing
population estimated at about 20 million.9 The island country
has suffered through two major political crises in the past decade
that have aggravated the precarious socio-economic situation.
The most recent political crisis, which began with a coup d’état
in early 2009 and installed a government still not recognized
internationally, has resulted in significant aid reductions and trade
embargos, making daily life even more difficult for the average
Malagasy. The situation is especially strained, given the Malagasy
population structure, which consists of a large proportion of
dependents: 24% of the population is between the age of 10
and 19 years and at least 43% of the population is under the
age of 15.10
table 3.1a: age and sex distribution for
the year of 2010: 11
table 3.1b: medical personnel in madagascar,
may 200512
Personnel Category
Public Sector
Private Sector
National
Specialist doctors
325
26
351
Surgeons
62
NA
Generalist doctors
2538
1348
3886
Nurses
2584
460
3044
Mid-wives
2497
76
2573
Pharmacists
8
NA
Dental surgeons
161
NA
Medical aid workers
1050
0
1050
According to the analysis within the Health Sector
Development Plan, there is a paucity of medical professionals
in rural areas where the majority of the population resides.
Over 70% of doctors are working in urban areas whereas 60%
of paramedical agents are working in rural areas.13 In addition,
the HSDP analysis shows that less than 65% of the population
8
9
10
11
12
13
United Nations Human Development Report, 2009.
UNICEF (http://www.unicef.org/infobycountry/madagascar_statistics.html), updated March, 2010.
Ibid and UNFPA Madagascar statistics.
Source of table and data: US Census Bureau, International Data Base, statistics from 2003.
Source of table: Plan du Développement Secteur Santé 2007-2011, MOH.
Ibid.
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8
lives within 5 km of a health center.14 This presents a challenge for combating the multitude of health issues and problems that
beset Madagascar.
Selected health and population statistics are detailed in Table 3.1c below.
table 3.1c: selected population and health statistics, madagascar15
Malagasy Population, 2009
19,625,000
Percent of population:
Under 15 years/15- 24 years of age
43%/16%
Percent of population that is urban/rural, 2009
30%/70%
Gross National Income per capita (GNI), 2009
$420
Total Life Expectancy at Birth, 2009
61
Under 5 mortality rate (per 100,000), 2009
58
Infant mortality rate (IMR) per 1000 live births, 2009
41
Total expenditure on health per capita at exchange rate ($,
2009)
18
Total expenditure on health as % of GDP
4.1
Private expenditure on health (PvtHE) as % of the THE (2009)
32.9
Private insurance as % of the PvtHE (2009)
15.1
Out of pocket expenditure as % of the PvtHE (2009)
67.8
Maternal mortality rate, 2009
498
Total unmet need for family planning, 2009
19%
Contraceptive Prevalence Rate, 2009
All methods/Modern methods
39.9/29
Total Fertility Rate
1990/2009
6.3/4.6
Percent of births with skilled attendant, 2005-2009
44%
HIV prevalence rate (aged 15- 49), 2009
TB rate
0.2
Malaria cases reported, 2009
299,094
Nutrition status indicators
▪▪ % of infants with low birth weight, 2005-2009
▪▪ % of under-fives (2003 -2009*) suffering from: stunting
(WHO), moderate & severe
▪▪ % of children (2005-2009*) who are: exclusively breastfed
(<6 months)
▪▪ % of households consuming iodized salt, 2003-2009
16%
50%
51%
53%
Total adult literacy rate, 2005-2008
71%
Primary School net enrollment/attendance, 2005-2009
76%
14Ibid.
15 Sources for table include: UNICEF (http://www.unicef.org/infobycountry/madagascar_statistics.html), updated March, 2010; WHO, GHO, World Malaria Report 2010: Madagascar; Reproductive Health at a Glance: Madagascar, World Bank, April 2011; WHO Madagascar Country Estimate for NHA 2009, Madagascar.
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Although HIV rates remain low, STI rates and birth rates are still
high. Condom use remains modest and focused on commercial
sexual relations. Birth rates, and particularly the spacing of
births with reliable methods for appropriate intervals, remain
a priority area of intervention. Under the Madagascar Action
Plan developed by the government in power before 2009, the
country set the objective of reaching a CPR of 30% by 2012. This
was almost achieved in 2008 with a CPR of 29%. The current
government is in the process of reviewing its strategic plan
for 2011-2015 to meet unmet contraceptive need by 2015, as
set in the Millennium Development Goals (MDGs). Reaching
that goal would mean that Madagascar should reach a CPR of
approximately 48% by 2015.
However, much of the momentum that was building under
the last regime has slowed recently due to the political
crisis. Training and expansion of long-term family planning
methods in the public sector have halted. At present time
family planning services in the public sector are still provided
for free however discussions have started regarding the reintroduction of fees.
Preliminary results from a study conducted in 2010 indicate
that PSI/Madagascar’s social marketing and franchising efforts
contributed 34% of the contraceptives composing Madagascar’s
CPR in 2009.16 The Malagasy Ministry of Health’s supply of
contraceptives contributed to 60% of the CPR.17 The graph
below illustrates the proportion of contraceptives contributing
to the CPR by channel.
3.2 Healthcare system
There are 111 decentralized health districts in which exist three
levels of health care. Each health district has approximately 1015 basic health centers and one basic hospital center. According
to the latest available MOH data from 2004, there are 448 2nd
level health centers (CSB-2) and 117 1st level health centers
(CSB-1), 22 2nd level hospitals (CHD-2) and 12 1st level district
hospitals (CHD-1) throughout the country.21 The table below
lists the levels and features of each.
graph 3.1d: contribution to contraceptive
supply in madagascar 2006-20101819
A major contributing factor to the increase in CPR from 20062008 was the government’s provision of free family planning
services in public health centers that began in 2007. The
Ministry of Health also made many improvements during
that time to their contraceptive supply chain management.
16 UNFPA/MSI Segmentation Study, Contribution at procurement
level. Data in DALYs, 2010.
17Ibid.
18 PSI Madagascar, 2010.
19 NB: ONG= Non-governmental Organization.
20 Reproductive Health at a Glance: Madagascar, World Bank, April 2011.
21 Source of table: Plan du Developpement Secteur Sante 2007-2011, MOH, p. 26.
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1 0
While the maternal mortality rate (MMR) decreased over
the decade from 500 to 440 in 2007, there has recently
been a slight increase to 498 deaths for 100,000 live births
(2008-2009).20 The Millennium Development Goals call for a
reduction in the MMR rate to 127 by 2015.
Level
Facility
Features
1
CSB-1,
CSB-2:
Basic Health
Centers
CSB-1 centers provide basic health care
and are run by a para-medical agent.
CSB-2 centers provide the same health care
as a CSB-1, but there is a doctor attending.
CHD-1 and
CHD-2:
District level
hospitals
CHD-1 centers provide basic
hospitalization services.
CHD-2 centers offer hospitalization and
basic surgical facilities.
2nd
CHR:
Regional
Hospital
Centers
CHRs are located at the regional level
in 4 regions: Toamasina, Fianarantsoa,
Antsiranana and Toliary. They offer
hospital services and surgical facilities.
3rd
CHU:
University
Hospital
Centers
UHCs are found at the national
level. There are 16 UHCs (13 based in
Antananarivo and 3 in Mahajanga). These
are teaching hospitals that offer hospital
services and surgical facilities.
st
Madagascar’s medical school has turned out hundreds of trained
health professionals year after year. The public health care
system does not have enough space to accommodate all of
these professionals so many will start their own private practices.
This has helped build a strong national market of private sector
doctors, midwives and nurses. In 2003, there were a reported
2,347 public and 509 private CSBs.22 The data regarding the
number of private doctors operating on their own is not available.
into the organization and their dossier has been approved, they
must then apply at the district level MOH for legal approval.
District level MOH officials are charged with visiting medical
centers or offices before accreditation, however anecdotal
evidence suggests that this step is often skipped in practice and
accreditation granted sight unseen. The result of this is that the
quality of services and facilities at private clinics is not assured
and varies widely.
To legally practice medicine in Madagascar, it is required to be a
member of the national medical professional organization, the
National Organization of Doctors (ONM). This, and the other
national provider organizations such as the National Order of
Nurses and National Order of Midwives, have the authority to
act as watchdogs over providers.
Private providers must remain members in good standing
with the ONM in order to stay in practice. Membership is
renewed on an annual basis, with an annual fee and assuming
there have not been any serious infractions. The ONM is
responsible for regularly auditing clinics and centers. In
practice, there is little oversight and monitoring of private
clinics. However, since the ONM and the MOH work at a
decentralized level, they stay abreast of serious problems with
private practitioners and intervene and disable those who are
committing egregious medical malpractice.
There exist two main types of health facilities in the private
sector. The most prevalent type is the simple private practice
clinic, which consists generally of one to two private providers.
The second type is the health center, which is a larger facility
with multiple providers and support staff including nurses and
midwives. Often health centers will have some degree of surgical
care in addition to primary care services. These health centers
are owned and operated largely by NGOs, local associations,
workplace initiatives and faith-based organizations.
Private health centers that are run by associations and
faith-based organizations must request legal approval to
open and offer medical services. The district level MOH
receives their requests and conducts an exploratory visit
before granting approval. All providers working at health
centers must remain members in good standing with
their respective national provider organization: National
Organization of Doctors, National Order of Nurses and
National Order of Midwives.
The general perception among health care clients is that the
private sector, with its higher fees, provides higher quality
services and products. In fact, many providers both public
and private, lack opportunity for continuing education. They
lack opportunities for ongoing collegial support and sharing
lessons learned. The majority of private providers are simply
struggling to earn a living and are serving clients who are in
the same socio-economic situation.
For individual or small private medical practices, only doctors
may open and run clinics. In order to be accredited and legally
permitted to open a private clinic, private sector doctors must
first submit their request to the ONM. Once they are accepted
22 Source of table: Plan du Développement Secteur Santé 2007-2011, MOH, p. 18.
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1 1
A network such as Top Réseau can offer many potential
benefits to private providers in this context, as well as
contributing to the overall picture within a total market
perspective. At the provider level, the Top Réseau network
offers an opportunity to grow professionally through
specialized training and opportunities for continuing education.
In addition to training, providers benefit from certain essential
materials for their clinics — that may have been out of their
budgets — as well as ongoing capacity building in the form of
supervision and evaluation. The network was designed so that
each provider no longer works in isolation but benefits from
regular interface, exchange and support from program team
members such as regional supervisors, medical delegates,
interpersonal communication agents. The member providers
in each region have opportunities to meet and share technical
ideas with their network colleagues on at least a semester basis.
Starting in 2011, PSI plans to help keep members up to date on
network goings-on and medical technology via a Top Réseau
trimester newsletter.
An important and often remarked upon benefit of the network
for members has been the creation of demand for their services.
Whereas outside of the network all promotion of health services
is legally forbidden, the promotion of the branded network is
permitted with some restrictions. Benefitting from the brand
recognition as well as links with IPC agents, the providers have
seen increases in their client flows resulting from the intensive
communication campaigns.
Finally, because network providers and their centers submit to
heightened scrutiny and evaluation within the program, they
benefit from a certain level of protection against claims of
wrongdoing. In the past few years, there have been some cases
of private providers being accused of misconduct and placed
directly in jail with little due process.23 Providers belonging to
the network are known to meet a certain quality standard and
to be in favorable standing with the ONM. Providers have taken
some reassurance in this level of protection as well as in the
more stringent quality assurance measures for certain clinical
services that PSI requires and audits.
With regard to a more comprehensive look at the private
sector market for health services, the introduction of more
stringent standards and monitoring of quality has led to better
services for consumers. According to PSI/Madagascar program
management, the ONM has been appreciative of
the improvements that the network has produced in these
areas. 24 This is particularly applicable to the work that PSI
has done with quality assurance for long-term family planning
methods. In addition, the ONM has shared with PSI the
observation of a diffusion effect: that other private providers
are improving their quality standards as a result of the Top
Réseau competition.
Few other examples of provider networks exist outside the
Top Réseau network in Madagascar. The other networks
are linked to religious organizations, workplace entities and
international NGOs/associations like the IPPF affiliate and
Marie Stopes International (MSI). MSI has had their clinics
in place for over a decade. The biggest differences between
Top Réseau and other networks pertain to scope and clinic
ownership. The other networks are generally limited in
number or by region and the clinics are owned and operated
by an organization. Top Réseau has a greater number of
autonomous clinics throughout the country. With the Top
Réseau model in place and growing, the role for social
franchising in this manner in Madagascar has been proven and
the door opened to starting additional networks. In 2010, MSI
began implementing their Blue Star provider network focused
on expanding access to reproductive health and maternal care
for all women of reproductive age.
3.3 Regulatory framework for private providers
All medicinal drugs distributed in Madagascar must have
authorization from the MOH to be in the market. This
authorization, “Authorisation de Mise sur la Marché”, requires
a lengthy process and rigorous review by the pharmaceutical
division of the MOH. PSI/Madagascar has obtained the
“AMM” for each health-related product that it distributes
through social marketing.
The regulations on sales of medicine require distribution
through the pharmaceutical chain of wholesalers and
pharmacies; doctors are supposed to write prescriptions for
medicine that patients will fill at the pharmacy, and return
to the doctor for treatment as needed. In general, doctors
are not allowed to dispense medicine from their clinics and
centers. However for some essential medicines, doctors are
free to stock and dispense directly to their clients.
23 Interview with Dr. Andry Nirina Rahajarison, Director of the Health Services Department, May 16, 2011.
24Ibid.
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1 2
PSI/Madagascar requested and received MOH authorization
for private providers to directly sell certain socially marketed
products: the contraceptive pill (Pilplan), the contraceptive
injection (Confiance), the STI kits (Genicure and Cura7) and
contraceptive implants. This is the case for all private providers,
whether in the Top Réseau network or not. For the case of IUDs
and condoms, these methods are not considered a medical
product and not a drug, therefore with the proper “AMM” in hand,
PSI is automatically permitted to distribute directly to providers
who in turn are allowed to dispense from their clinics. PSI/
Madagascar plans to request the inclusion of additional socially
marketed products within the ministerial decree such as malaria
treatment for children under 5 and oral rehydration therapy.
There has been a fine line to walk with advertising the Top
Réseau network. Government regulations exist for advertising
health care services and products; it is forbidden to promote
a specific clinic or provider through mass media such as radio,
TV and billboards. However, it is permissible, with some
restrictions, to advertise a network through these channels,
as well as through interpersonal communications and printed
materials such as flyers and posters. It is also allowable for a
health provider network or product to sponsor an educational
message broadcast on mass media.
All of these permitted methods have been used to promote the
Top Réseau network. Interpersonal communications, in the
form of peer education, has been the predominant channel used
by PSI. In each of the Top Réseau sites, youth peer educators
are assigned to certain zones where they perform outreach
activities to refer clients to the clinics. The peer educators
distribute flyers outlining the services, attributes and locations
of the network clinics.
Mass media has been used to complement the IPC efforts on
the ground. Billboards that promoted the brand Top Réseau,
with no indication of services or attributes, were approved by
the Ministry of Health and set up in certain Top Réseau regions.
In addition, a musical group, “Tearano” popular with youth,
produced a song, music video and jingle for Top Réseau that was
played on the radio and television. The jingle was used to frame
educational radio and TV spots sponsored by Top Réseau.
PSI has always sought final approval from the Ministry of
Health for communication materials and campaigns before
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implementing them in the field. Assuring that the MOH is
aware of PSI’s activities and creating demand have been crucial
elements of Top Réseau’s success; the trust and relationship
building between the two entities has fostered support at
central and local levels from the MOH for the network.
3.4 Market opportunities
While it is generally perceived that the private health sector
provides better quality than the public sector in Madagascar,
in fact quality standards and outputs are still often low and
clients are not entirely satisfied. Private providers are also
often limited in their scope of services and choices as well
as expertise. Opportunities for private providers to access
continuing education and technical knowledge
are generally rare and expensive. In general, private providers
are so focused on earning a living that they do not have
time to branch out with new skills, services or products. The
majority of private providers are obliged to rent clinic space or
operate out of their own home to keep costs down. Most are
working independently with no support staff.
The Top Réseau network has offered an opportunity to
providers to expand their scope of skills and services offered,
while simultaneously reinforcing and supporting their
practices with targeted demand creation, as well as technical
support and materials. The providers became trained
experts in family planning, STI treatment and prevention and
adolescent reproductive health. Some of the providers added
on additional skills and services such as HIV counseling and
testing and long-term family planning methods. The boost
in quality and services offered within the growing network
has also encouraged other providers and existing networks
to increase the quality and range of their services, thereby
encouraging a more vibrant market via competition and good
role models.
The Top Réseau network also filled a void within the market.
Until the network launch, youth-friendly providers were virtually
unavailable in any region. Although there existed a few family
planning networks with a limited number of member clinics,
such as Marie Stopes International Clinics and the local IPPF
clinics, none of these were specifically trained and equipped to
offer services to adolescents. Malagasy youth were hesitant to
seek reproductive health services at any clinic, either for STIs
or for family planning, because of the judgmental attitudes
and lack of confidentiality perceived as prevalent among
private providers.25 The Top Réseau network helped to fill the
gap in access to adolescent reproductive health services in
every region where it has been launched. It presented a great
opportunity to build capacity and competency among private
providers for a new market segment of clients who desperately
needed information, products and services.
linked to the clinic, with the exception of keeping price
ceilings on Top Réseau services for the target group, reside
with the provider and PSI is not involved. Starting in 2011 the
providers will even be permitted to fix their own prices with
no maximum ceiling fee for all Top Réseau services except HIV
testing and FP services for high-risk groups and youth. PSI
will study this strategy carefully to assess if it will allow the
network to continue to meet client access needs and equity.
For PSI, the network has offered a safe and reliable way to
assure quality, access and availability for vulnerable target
groups to the reproductive health services and products that
they need. It has served as an additional, although extremely
limited in scope, distribution channel for PSI socially-marketed
products such as the short-term family planning methods (pill,
injections, condoms), STI treatment kits, and in some cases
maternal and child health products (mosquito nets, home water
treatment solution, child malaria treatment).
Continued membership is contingent on unceasing adherence
to the membership requirements and demonstration of quality
service provision as evaluated by periodic supervisory visits and
occasional mystery client studies. For those providers offering
long-term family planning services, PSI also conducts an annual
4. Business Model
4.1 Franchisor
The business model for the Top Réseau franchised network
allows for providers to remain independent while benefiting
from network membership. Unlike other franchise models in
the private sector, members do not have to “buy-in” to the
network and lose their own identity. Top Réseau providers agree
by contract to abide by certain conditions stipulated by PSI for
membership and they pay a nominal annual fee of about $2.50.
In exchange they will benefit from the branding, intensive
demand creation, and technical provision such as continuing
education and training, certain equipment, supervisory support
and evaluation that PSI offers. Providers are free to continue
their other activities and services outside the scope of the
network as long as no conflicts exist. All financial decisions
25 Focus Group Discussions with Youth in Tamatave, PSI/Madagascar, 2000.
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A clinic will be branded as a Top Réseau clinic when the
facility meets all the minimum membership requirements
and at least one provider at the clinic has been approved
and trained as per the membership criteria. The minimum
criteria for provider eligibility to join and remain a member in
the network are outlined as follows in Table 4.1a, “Minimum
Criteria for Network Membership.”
Table 4.1a: Minimum Criteria for
network membership
Categories
Minimum Criteria for Membership
Characteristics of the
health clinic/facility
▪▪ Convenient hours and location
▪▪ Ability to ensure confidentiality
▪▪ Comfortable setting for youth
Characteristics of
providers and staff
▪▪ Specifically trained to serve youth
▪▪ Have tangible respect for youth
▪▪ Respect and maintain confidentiality
and privacy
▪▪ Allow adequate time to receive clients
properly and allow adequate exchange
with customers
▪▪ Young men as well as women are
received and served
Characteristics of the
administrative system
▪▪ Information and appropriate contacts for
references are available
▪▪ Prices are affordable
▪▪ Availability of a wide range of services
▪▪ Capable of welcoming customers
who walk in for a visit and arranging
their appointment rapidly
▪▪ Have educational materials available
in the clinic that can be distributed
to customers
quality assurance evaluation. A contract is signed between PSI and each provider at the beginning of membership; this contract is
reviewed and renewed automatically on an annual basis if both parties agree. The main conditions stipulated within the contract,
which are obligatory for continued membership, are outlined below in Table 4.1b, “Membership Conditions and Benefits.”
table 4.1b: membership conditions and benefits
Conditions for Membership
Membership Benefits Received from PSI
▪▪
▪▪
▪▪
▪▪
▪▪ Technical assistance: training and refresher courses for providers and
their staff in counseling, STI management and treatment, family planning
provision and others.
▪▪ Documents and resources: IEC/BCC materials, network handbook,
necessary support for community mobilization, marketing materials.
▪▪ Monitoring and evaluation of quality assurance and support for assuring
minimum standards and norms.
▪▪ Assistance with developing systems to collect and manage data.
▪▪ Regularly scheduled meetings to exchange ideas with other members
and to build camaraderie within the network.
▪▪ Starter stock of socially marketed products such as: the pill, injectable,
condoms, STI treatment kit and others.
▪▪ Condom use demonstration model and monthly sample stock of
condoms.
▪▪ Marketing materials: network branded signs for the exterior of the
facility.
▪▪ Promotion of services: communication and marketing campaigns for the
network, which seek to increase demand for services at the network clinics.
▪▪ Certain promotional and medical materials as well as consumables
provided for free: Branded prescription pads, privacy screens, trashcans
with foot push, sterilization and disinfection equipment (disinfection tubs,
autoclaves, treatment solutions), lights, examining tables and IUD insertion
kits (for those providers offering LTM).
Offer high quality adolescent reproductive health services.
Pay an annual membership fee.
Sign an agreement letter and contract with PSI.
Respect the overall norms of the network (specifically the
minimum criteria cited above).
▪▪ Respect the quality norms of Top Réseau (see Section 8 of this
document).
▪▪ Meet minimum requirements for equipment and space as
stipulated in contract annexes (example: separate rooms for
consultation and waiting/reception).
▪▪ Engage at least one provider trained in ARH, FP and STIs who is
certified by PSI.
▪▪ Assure that all personnel abide by the minimum network norms.
▪▪ Assure that there is always a sufficient stock of family planning
methods, condoms and demonstration models for condom use.
▪▪ Assure sufficient stock of IEC materials.
▪▪ Conform to other national and international norms and
standards as applicable.
▪▪ Attend Top Réseau meetings at least 75% of the time.
▪▪ Follow the price ceiling fixed by PSI for Top Réseau clients.26
▪▪ Affix prices in a clearly visible place for clients. 27
▪▪ Affix the network logo in a visible place.
▪▪ Accept that PSI conducts supervisions, evaluations and mystery
client studies.
▪▪ Accept to fill in PSI MIS forms.
PSI is an active partner with the franchised network. Regional coordinators and supervisors based in each region assure monthly
contact with each provider; in some cases one regional office covers two Top Réseau regions. Sometimes there may be interaction
multiple times per month with the franchised network members, depending on the needs of the provider. At a minimum, the
regional coordinator or medical supervisor visits members each month for regular supervision. In addition, for providers which
offer long term family planning methods or HIV counseling and testing services, the centrally based PSI quality assurance team will
conduct a supervisory visit on a quarterly basis. Annual evaluations are conducted by both the regional supervisory team and, when
appropriate, the quality assurance team.
26 As of 2011 PSI will no longer fix prices other than some exceptions, but PSI does strongly advocate with providers to keep price levels as low as possible to ensure affordability to vulnerable groups.
27 Although stipulated within the Top Réseau manual, this is rarely done in practice.
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diagram 4.1c: organizational diagram
of the health services department
The franchised network falls under the program management
of the Health Services Department at PSI/Madagascar. The
Director oversees a Senior Coordinator for Franchised Services,
a Senior Coordinator for Capacity and Performance and a
Coordinator of Medical Promotion. The Senior Coordinator
for the Health Service Delivery Network (formerly called
Senior Coordinator for Franchised Services) oversees the 9
regional coordinators who in turn oversee supervisors for IPC
to youth and high-risk groups as well as medical supervisors
who assist them in visiting and monitoring clinics. The Senior
Coordinator for Capacity and Performance oversees a team of
3 quality assurance specialists; this team is actually employed
by JHPIEGO but seconded to PSI and works exclusively within
the program. The Coordinator of Medical Promotion oversees
a team of medical delegates who work primarily with non
-network providers but help to identify prospective members
and provide community and paramedical trainings.28
Assuring a fluid communication between the franchise
members and PSI has been an important element to successful
retention of members. Network providers appreciate the bidirectional communication and responsiveness of the PSI social
franchise team. The presence of a regional team has fostered
an ongoing dialogue between PSI and the members, as well
as a sharing of lessons learned among members. It has also
allowed a spirit of partnership to grow, as the regional team is
able to respond quickly with trouble-shooting challenges and
championing successes.
28 Refer to annexes for the PSI/Madagascar organigram.
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1 6
Apart from the ongoing trainings that
are offered to members, franchise
member meetings are held on a
regional level every semester. The PSI
social franchise team is also present
at all professional conferences that
Top Réseau members attend, such as
the regional and national meetings of
the National Organization of Doctors.
In addition, PSI plans to send out a
quarterly newsletter to each provider
member; the newsletter will provide
information on franchise news,
technical developments in the field and
highlights of member successes.
4.2 Franchisees
The Top Réseau network has
By the end of 2012,
seen steady growth since
PSI intends to expand
2000 when it started with
the network to include
30 providers in 17 clinics to
an additional 120
today with 170 providers
clinics, not including
and 140 clinics.
those transformed
from Profemina to Top
Réseau. The total number
of clinics by the end of 2012 is projected at 293.
This nearly doubling of the network is seen as meeting an
unmet need among a broader target group for the variety of
high quality services that the network will offer. Graphs 4.2a,
4.2b and 4.2c below show the dramatic increase in the quantity
of services delivered since Top Réseau began in 2001.
graph 4.2a: growth in number of sti services
delivered via top Réseau (2001-2010)
Graph 4.2b: growth in number of sti services
The Top Réseau network accreditation is linked to the doctor
or doctors in each clinic and center. Certain health centers,
nurses and midwives are also certified as providers within
the network. All providers are accredited by the Ministry of
Health and in good standing with the appropriate national
association of health care providers. Member facilities range
from a single doctor working in a one-room office to a multiprovider clinic with some surgical capacities; however, over
60% of clinics are single provider operated. The majority of
Top Réseau providers are female.
Table 4.2: characteristics of top Réseau clinics
graph 4.2c: growth in number of vct services
Ratio of Male: Female Providers
34% Male: 64% Female
Single private provider clinic
61%
Multiple private provider clinic
12%
All clinics are located in urban or peri-urban areas with
catchment sites that cover all of the SES quintiles, with
particular attention to the lower three. Providers generally
work only at their private clinic but in certain cases, especially
in very remote areas, some of them are supplementing their
work as a public sector provider with a private practice on
the side. Some providers are linked to workplace initiatives
or NGOs like ASOS or IPPF, and others are led by Protestant
religious organizations like SALFA and SAF-FJKM.
The recruitment strategy for new member providers will assure
that the providers need the franchise support and investment
in order to expand their access, quality, equity or efficiency of
their current practice. This will be crucial to assuring provider
motivation and sustainability as members in the network,
responding to provider-identified needs so that they see an
evolution in their career and practice. One important priority for
new clinic membership will be given to those who agree to not
only offer the flagship family planning services associated with
the previous Top Réseau positioning but also long-term family
planning methods and maternal and child health services.
An important lesson learned with selecting provider members
concerns the provider’s starting client flow. PSI/Madagascar
found that providers with high client flows, although
positioned to reach a large number of the target group and a
logical choice for that reason, are actually too busy to adhere
and excel within the network conditions. These providers are
very interested in the beginning, but their interest wanes once
the reporting and supervisory visits begin. In fact, the demand
creation efforts are not even perceived as a benefit for them
when their client flow begins to increase and exceed their
capabilities. Dr. Leon Ratsimazafy Andriambololona, a highly
popular provider in Antsirabe, upon taking on LTM service
provision within the network stipulated to PSI that
he would only take 2 IUD clients per week and limited those
to Wednesdays.29
29 Interview with Dr. Andry Nirina Rahajarison, Director of Health Services Department, May 16, 2011.
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1 7
PSI has had the most
success instead with
providers who have a
lower client flow but
who are interested
in the project. These
providers have
more available time,
can quickly perceive and reap the benefits of increased client
flow and are overall more appreciative and engaged in the
collaboration with PSI. Dr. Muriel Rajaona Rakotonirainy, also
offering Top Réseau services in Antsirabe but who joined as a
provider just starting her practice, has noted with satisfaction
that her client flow has increased because of the network
affiliation. Now 90% of her clients are Top Réseau clients.30
Within the new wave of recruitment for the network, PSI will be
selecting providers who show promise and interest but are not
yet extremely high in demand. The program will work to help
these providers be more productive and expand their practice,
as opposed to those providers who already have a thriving
practice.
Top Reseau has had the
most success with providers
who have a lower client
flow but who are interested
in the project.
4.3 Scalability
From one region to nine intervention areas, the Top Réseau
model has proven to be replicable and allow for scaling up.
The network has a national presence covering the most highly
populated areas of the country. A key component to this
scalability has been the preparatory work in each region prior to
implementation. PSI has taken great care to build relationships,
networks and support in each region before any activities begin.
Lobbying and consensus building is done at the beginning of
each regional implementation. This allows the network to start
off with a certain amount of prestige, support and standing in
the community.
30 Interview with Dr. Muriel Rajaona Rakotonirainy, Top Réseau provider in
Antsirabe, June 7th, 2011.
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1 8
map4.3: geographic zones of intervention
“top Réseau”, 2011
Once a new region with a sufficient presence of private
providers or large number of target groups has been preselected, either by demonstrated health need or donor interest
or both, PSI contacts national level Ministry of Health and
professional health provider organization representatives to
discuss the feasibility of starting up the network in that area.
When support for the extension has been built at the national
level, regional level officials are contacted and meetings held to
build partnerships and support. With this foundation, PSI holds
a series of “town hall” type meetings with the various potential
stakeholders, including potential private provider members,
public sector health workers, community associations, youth
groups and local leaders. The project is described in full and
discussed in a forum setting; provider members from other
regions assist in presenting the project with the experiences
and benefits reaped in their respective regions. During the
meetings with potential members, providers are invited to
apply for membership if they are interested. An application
form is distributed during the meeting and collected a few
weeks later by a PSI/Madagascar medical supervisor. The
medical supervisor will also conduct advocacy visits on an
individual basis to potentially interested providers.
Until now expansion into new regions has been prioritized.
Moving forward, extension will be focused within each region
with the goal of adding new provider members to allow for
increased coverage within each area of intervention. This
will help maximize the efficient use of existing resources and
simultaneously increase access to vulnerable groups.
table 4.3: regional and service expansion of
top Réseau by year
Year
Region
Service/ Target group
segmentation
2000
Tamatave
Core services
2001
Antananarivo
Core services
2003
Diego
Core services
2004
Fort Dauphin, Mahajanga
------------------
2005
All regions
CSW
2006
Morondava, Antsirabe
VCT
2007
All regions
MSM
2008
Fianarantsoa
LTM FP
2009
Moramanga
------------------
Total
9 regions
------------------
As for adding in new services and commodities to the network,
the fact that the network providers maintained their own
basic health services and remained independent providers
has been a significant advantage. Although the scope of the
network was somewhat limited in services and target group,
the providers were flexible enough and varied enough in their
overall services to accommodate new activities. They were also
able to benefit from their heightened image as high quality Top
Réseau providers for youth to instill confidence in their clientele
for additional services and products. Research has shown that
the network providers have gained a highly varied clientele
over the years and that PSI/Madagascar could build upon this
existing pool of clients and demand for services without needing
to reach out to new groups or invest extended resources into
re-positioning efforts.31
The planned strategy to shift from youth-centric services to a
more comprehensive approach will draw upon the Top Réseau
brand equity for its successful implementation. A recent study
31
32
33
34
PSI “Perceptions of Top Réseau” Study, 2010.
Refer to Annexes for the complete pre-selection criteria check-list.
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1 9
on perceptions of clients attending Top Réseau clinics showed
that branding and marketing of services left a strong image
among all ages. The study interviewed a range of ages
including men and women of reproductive age (from below
25 years of age to 49 years), who shared their perception of
Top Réseau as a clinic offering quality services (86%), family
planning services (88%), STI treatment (83%) and serving
youth (93%).32
In effect, the planned shift is a response to current trends in
client flow and client needs. As an example, a recent PSI study
shows that 60% of all clients presenting at Top Réseau clinics are
mothers with febrile children.33 Within the new broader branding
scheme, there will be greater flexibility to add in new services
and products. Providers will be able to add on to the basic core
services according to their interests and motivation.
4.4 Target population
The Top Réseau project was initially designed to reach urban
and peri-urban Malagasy youth aged 15 to 24 years old. From
2005, this target group was further expanded to include
special high-risk groups such as MSM and CSWs. To reach
youth and these high-risk groups, intensive lobbying and
careful site selection of network clinics has been crucial.
During the pre-launch town hall meetings in a new region,
PSI makes sure to emphasize the youth-focus of the network
in order to assure that providers who sign up are truly aware
and dedicated to the cause. A defining element of the network
success is that providers are personally motivated to join and
believe in the goals and objectives of the project. The PSI
coordinators then visit the provider clinics that expressed
interest and follow a checklist of site selection criteria
including such variables as34:
▪▪ Number of rooms in the facility (at least one room for consultation separate from an area dedicated to reception/
waiting).
▪▪ Availability or presence of running water, electricity,
examining table, scale, vaginal speculum and system of waste disposal.
▪▪ Situated in an area where youth are likely to seek services
and of an acceptable distance (generally up to 30 minutes
travel time for clients).
▪▪ Affordable price ranges for youth already in place or a sliding fee scale according to client ability to pay.
Although these criteria are not necessary to grant eligibility
to join the network, they must be in place before becoming
an active member.
In addition to careful site selection, the Top Réseau network
assures financial accessibility to youth. Network providers
are obliged to keep prices for youth consultations within the
affordable bounds of young people. PSI has conducted studies
with youth that indicate their ability to pay about 1,500 to 2,000
ariary ($0.75 to $1.00) for a reproductive health consultation.
Top Réseau network providers keep their fees for youth at or
below this pricing ceiling, despite the potential profit loss.
PSI conducts ongoing formative research to determine which
communication channels are the most effective in reaching
youth. This research has led to the development of a multilevel communication campaign that promotes the network and
behavior change through peer education, mobile video units
and mass media.
Youth will visit a Top Réseau clinic because they can receive high
quality, youth-friendly confidential services and counseling that
they cannot get elsewhere. Anasthasie Rasoamalala Harivony, a
peer educator in Tamatave, says that when she needed a doctor
for contraception, Top Réseau was the only place she considered
going. She did not try the network services before becoming
a peer educator, but upon visiting the clinic she was entirely
convinced of their appropriateness and benefit for youth.
Refined communications and interpersonal skills are the
defining factors of youth-friendliness for the network. Providers
are required to follow an intensive 4-hour training around
communication, specifically targeted to youth. The training
teaches providers how to interact in a non-judgmental,
comforting and accessible way with youth. It also covers
an overview of youth development and the kinds of special
concerns that young people face. Providers who were
interviewed for this case study particularly emphasized how
important this training was for them and how it changed their
whole approach to client interactions.35
35
36
37
A recent research
The biggest defining factor
study among Top
of youth-friendliness for
Réseau clients has
the network is refined
shown that most
communication and
youth clients are
interpersonal skills . . .
presenting for STI
services, followed
. . . most youth clients are
by family planning
for STI services, family
services and finally
planning services and
general youth
general youth counseling.
counseling that
ranges in topics from
relationship issues to
contraception counseling without method selection. This same
study indicated that youth are interested and believe that Top
Réseau clinics offer other high quality services outside the specific
realm of family planning and STI care. Such additional services
perceived by clients to be Top Réseau services include other types
of reproductive health care, HIV counseling and testing, primary
health care and maternal/child care.36
Although Top Réseau clinics are well-known for providing youthfriendly services, a careful analysis of clinic client bases shows
that a full range of age groups present at network clinics for a
variety of reproductive health related and non-related issues.
Interestingly, a PSI research study showed that in addition to
youth aged 15-24 years feeling that Top Réseau was “designed
for people like me,” even other age groups felt welcome at
the network. Several different age groups including married
men older than 25, women older than 35 years and mothers of
children under 5 years felt a strong sense of belonging within
the network.37 (See Table “Clients by Age” below)
4.4a trends in Top Réseau: clients by age
Interviews with: Dr. Sandra Rabenja (former Top Réseau provider, current CRRPSS),
Dr. Mino Andrianamananjara, and Dr. Muriel Rajaona Rakotonirainy.
PSI/Madagascar Client Profile Survey, 2011 and PSI/Madagascar Perceptions of Top Réseau Survey 2010.
PSI/Madagascar Perceptions of Top Réseau Survey 2010.
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2 0
Starting in 2011, the network brand positioning has been
broadened to include all men and women of reproductive age.
The basic core services will be expanded to include maternal and
child health care services as well as a larger scope of reproductive
health services including cervical cancer testing, post-abortion
care, emergency contraception and an extension of trained
providers offering long-term family planning methods.
4.4b trends in Top Réseau: clients by gender
4.5 Franchisee Relations
Legal contracts are signed with each provider before the
provider is considered an official member. The contract
specifies the conditions of the partnership and adherence to
the membership. It is enforceable and renewable each year; in
only one case has PSI had to cancel membership with a provider
based on low quality performance or rejection of contract
stipulations. In 2008, a provider was ousted from the network
after being found inebriated on the job during a mystery client
survey. Another provider was found to be falsifying reports on
IUD insertions but was adhering to all the other quality criteria
for Top Réseau; this provider was barred from providing IUD
services under the Top Réseau/ProFemina brand but maintained
as a Top Réseau provider.
With the onset of new activities and products to distribute,
annexes are added on to the contract and signed by both parties.
This has been crucial in the case of long-term method service
provision and HIV counseling and testing. Given the more
complicated and clinical nature of these services, PSI needed to
assure quality standards and competency among participating
network providers. The addition of a contract annex allowed PSI
to insist and impose these high quality standards.
38 PSI Provider Motivation Survey, 2010.
39 Interview with Dr. Mino Andrianamananjara, June 9th, 2011.
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Overall, the providers are satisfied with the Top Réseau
partnership. However, the low ceiling on consultation fees and
the low-income population attracted to Top Réseau services
means that providers sometimes suffer a profit loss. When
asked in a recent survey to cite the top three solutions that
would motivate them, the majority of providers requested
an increase in the consultation fee ceiling point, the addition
of financial incentives to providers and the provision of more
materials and equipment for clinics.38 Dr. Mino Andriamananjara
of Tamatave says that although he is very satisfied with his
membership in the network, he suggests that an improvement
in the program would be to provide computers and other
advanced equipment to providers.39 Although it is unlikely that
PSI/Madagascar will be able to provide computers, the program
is currently compiling a list of potential equipment and materials
that will later be distributed as a means of motivating and
supporting providers. PSI/Madagascar also plans to develop
trainings to help providers grow and manage their practices.
4.6 Costs/benefits of enrollment
While the annual membership fee is nominal and symbolic at
$2.50, there are other costs that providers will incur by being
a member of the network. These costs can be measured in
money, time and independence.
Some providers will have to invest in changes to their facilities
before they can be admitted to the network. PSI does not
provide financial support for facility upgrades; the provider must
cover any costs to bring their center up to minimum standards.
Providers are required to undergo certain basic and initial
trainings, which take time out of their usual schedule. PSI
attempts to develop training calendars that work with
provider schedules, such as half-day or weekend sessions,
but some of the trainings can last up to 40 hours. If providers
would like to add-on other services under the network
umbrella, they will need to follow additional trainings with
PSI. Although lodging and transportation are provided by
PSI to those providers who must travel from out of town for
a training, providers have complained about not receiving
compensation during trainings to off-set their temporary loss
of productivity. PSI is considering providing a modest per
diem to help address this issue.
Fixed price ceilings for network services are another cost for
many providers who find the limit too low for adequately
gaining enough profit. Overall, providers have accepted the
price ceilings although the issue has been discussed on an
on-going and somewhat contentious basis with program
management. Prices are agreed upon during regional network
meetings and vary slightly by region. Some providers do not
have a problem with the fee limits and these fit well into their
regular fee program; others suffer a significant profit loss.
However, those who lose money on the consultation price
often make up their losses in increases in client load. In certain
regions, the Regional Coordinators have had to negotiate with
providers so that they accept the fixed price and continue with
the network.40
of being a member in the network cited by providers is
the opportunity to follow trainings. All providers receive a
comprehensive training upon entry to the network covering
reproductive health service provision and how to be youthfriendly. This training covers excellence in family planning
counseling, including assuring informed choice and complete
family planning counseling for each family planning client.
In addition to potential losses from fixed consultation prices,
providers who accept and receive vouchers for services must
also wait for compensation until the end of each month. This
is another hardship for providers who support themselves
from day-to-day. Dr. Muriel Rajaona Rakotonirainy says that
she often endures a delay in receiving payment for vouchers
because of administrative procedures. This is her biggest
complaint regarding network membership.
In addition, certain materials, equipment and job aids are
provided by PSI to network members. Branded materials such
as privacy screens and provider jackets are offered to member
providers. A starter stock of PSI socially marketed products
is provided to new members and to all providers when new
products are added to the range. Providers who offer longterm family planning methods or HIV testing are provided
with basic disinfection and sterilization equipment such as
disinfection bins, autoclaves and chemical solutions.
The loss of total
autonomy may be
the highest cost
to providers. As
members in the
network, providers
agree to allow PSI
supervisors and
evaluators visit their
practice and give them feedback on a regular basis. While this
can be seen as a positive aspect, providers also view it as a loss
of independence. PSI has approached this issue with sensitivity
by establishing set appointment times when possible for all
visits, delivering feedback and evaluations with diplomacy and
tact, building trust and relationships with each provider and
engaging expert technicians for audits.
Top Reseau members
report increased pride in
their practice when they
receive visits from technical
experts, donors and PSI
headquarters staff.
However, the costs associated with membership are balanced
out by the myriad benefits.41 One of the biggest advantages
40 Interview with Dr. Sandra RABENJA, Regional Coordinator in Tamatave.
41 PSI “Provider Motivation Study”, 2010.
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Another advantage of membership is the intensive
communication campaigns built around the network that
create demand. Providers benefit from being linked with
peer educator teams who actively refer clients to the services.
Mass media, mobile video units and signage also help orient
clients to seek reproductive health services at their clinics.
Providers are equipped with multiple job aids and tools to assist
them. Flip charts, checklists, posters and the patient register
serve as tools for assuring client informed choice and following
protocols and procedures. All supporting communication
materials have undergone rigorous pre-testing.
4.7 Franchisee retention/attrition
Overall franchisee retention has been relatively strong. The
program management estimates that only 39 providers out of
a total 250 in the past 12 years have left the network. Those
that have left have done so principally because of financial
motivation. These providers have not perceived the benefits
of the network as
Only 39 providers out of
outweighing the costs,
a total 250 in the past 12
particularly the price
years have left the network.
ceiling. This year,
the network lost one
provider to another
network, MSI’s Blue Star network. This provider left because
he believes that the earning potential in the other network is
greater than within Top Réseau.
As of yet, PSI has not developed any formal loyalty strategies
for retaining franchisees. Although planned, there are not yet
any non-monetary motivation schemes in place. However, on
an informal level, the program has sought to showcase and
reward motivated and talented providers by including them as
co-facilitators in trainings of other providers. This has proven
to be motivating for all providers as this type of recognition and
participation is appreciated.
An additional informal structure, which likely contributes to
member retention in at least a few of the regional sites, is
the network notoriety. In a region like Tamatave where Top
Réseau has been implemented for over 10 years with wide
coverage, the network name has become synonymous with
private sector independent doctors. This has presented a sort
of social pressure on providers to join and remain members of
the network. Dr. Sandra Rabenja, the Regional Coordinator in
Tamatave, reports that one doctor approached her recently and
asked to join the network because, according to him, clients will
only visit a Top Réseau clinic. This sort of case is similar for other
regions where coverage is high and the network has been firmly
in place for several years.
The network has only lost one provider in the past 12 years due
to a disciplinary issue. In general, the program has a policy of
settling problems face-to-face with providers and trying to put in
place a remedial plan to offer providers a chance to realign. PSI
recognizes the independence of providers and does not want
to impose too harshly upon them, even though it must assure
adherence to network standards: this has meant walking a very
fine line and using much diplomacy when problems do arise. The
presence of local coordinators in each region, who are themselves
doctors, has been extremely important for handling conflict
with tact and in a collegial manner. Since many of the regional
coordinators come from the same town where they work and
have been private providers themselves, they are perceived as
peers and insiders. Often, network meetings run by the regional
coordinators have been safe forums to discuss problems.
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5. Marketing and Communications
Just as important as assuring the supply side of health
services through the Top Réseau network, PSI also prioritizes
increasing demand for these services. PSI employs a
complementary mix of promotion and education to this end.
The franchising department at PSI/Madagascar works in
collaboration with several specialized internal teams to plan
and implement appropriate communications for the project:
the research department which collects essential data in the
field for decision making, the social marketing advisor who
helps manage the branding and marketing strategy, the
communication department that oversees mass media and
mobile video unit activities, and a training and IPC coordinator
who helps manage all community-based and interpersonal
communications.
Educational campaigns are developed following the results
of ongoing operational research studies and campaign
evaluations that are routinely conducted. The campaigns
focus on changing the behavior and attitudes of the target
group. Channels that are used to air campaign messages
include radio, TV, peer education and mobile video unit teams.
The youth-focused educational campaign supporting Top
Réseau has found success through having its own brand:
“Ahy ny Safidy” (It’s my Choice). This brand is used for radio,
TV and peer education and is youth-centric. While the themes
of the campaign vary from FP to HIV related messages, the
campaign continues through its set channels and is easily
identifiable by the brand. The format is educational while
providing youth-focused entertainment, chosen by young
people themselves.
Promotional efforts began with the development of a logo,
brand name, and slogan for the network. These initial elements
were developed through careful qualitative research to appeal
to the target group and the health care providers. These
identifying markers are used to advertise the network and the
member clinics, through branded signs indicating membership
at clinics and identifying paths to take to arrive at member
clinics, and on billboards, flyers, brochures, posters and
promotional materials inside each clinic. Additionally, a song
was produced which aired on the radio and TV around the time
of the first launch. In general, the network brand is not overtly
promoted via mass media because of restrictions on marketing
health services.
Interpersonal communications in the form of peer education has
been particularly important both for communicating complex
educational information and for promotion. Peer educator
teams of about 10-15 work in each Top Réseau region, conducting
dynamic educational sessions and linking clients to the network
clinics. Some peer educators will refer as many as 50 clients per
month to the network clinics. These referrals are tracked by
vouchers, which are valid for clients only when accompanied by
the peer educator. Olga, a 21-year-old client in Antsirabe, said
that she would not have sought contraceptive services if it were
not for meeting a Top Réseau peer educator, Narindra, who
offered her a voucher to offset the consultation price.
PSI has successfully positioned the personality of the
Top Réseau brand. Recent research shows that providers
and clients perceive Top Réseau as offering high-quality
reproductive health services to young adults. This image
will change and broaden slightly as the branding strategy is
adjusted in 2011.
table 4.8: branding strategy for Top Réseau
2010 and 2011
Brand
target and
positioning
2010 and earlier
2011
Target group:
youth and young
adults 15-24 years
of age
Target groups: men and women
of reproductive age
Positioning
statement:
Top Réseau is
the high quality
network of youthfriendly medical
providers for
all your health
concerns.
Brand
personality
▪▪ Youthful
▪▪ Dynamic
▪▪ Modern
“The Reassuring Life-Long Family
Friend”
▪▪ The well-known and wellrespected neighborhood provider
you’ve grown up with.
▪▪ He’s helped you through the
tough times (e.g., surviving an
illness) and celebrated with you
during the good times (e.g., births).
▪▪ He’s practically a part of your
family.
Brand
execution
Slogan: Best
choice for healthy
youth
▪▪ Logo/ Slogan: Adult & serious
(vs. young & fun)
▪▪ Tone of Voice in media: soft,
warm tones, familiar & familial
images & sounds, overall positive
& reassuring
▪▪ Staff: ‘Living the brand’. They
know client’s names, history, and
families. They deliver on quality.
table 5.1: regional consultation prices with
and without Top Réseau vouchers42
With voucher (Ar)
Without voucher (Ar)
Tamatave
1 500
2 000
Tanà
1 000
1 500
Diégo
1 500
2 000
Fort-Dauphin
500
1 000
Majunga
500
1 000
Antsirabe
500
1 000
Morondava
1 500
2 000
Fianarantsoa
1 000
1 500
Moramanga
1 000
1 500
42 NB: July 2011 value of the Malagasy ariary: 1,900 ariary= $1 USD.
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Positioning statement: For
Bako, Top Réseau is the trusted
neighborhood provider of
effective and affordable clinical
health services who cares about
her and her family’s well being.
Interpersonal communication has been found to be a highly
effective medium for building demand at Top Réseau clinics.
IPC agent referrals account for the majority of all clients
coming to Top Réseau. Among the tools used by the IPC
agents are vouchers for reduced prices, which have proven
to be effective but have had to be limited due to the lack of
reseources and questions around sustainability.
5.1 Network linkages
Interpersonal communication agents such as peer educators are
employed by PSI and refer youth and women to the centers at
the regional level. Referrals may be verbal, by voucher, or may
include the agent physically accompanying the client to the
nearest center. There is no payment due by the clinic for these
referrals; it is an activity conducted and paid for by PSI as part of
the comprehensive project.
For long-term family planning methods, IPC agent referrals
have been extremely important for client flow. For these cases,
referrals have accounted for nearly 90% of all client adoption.
For youth client flow at the Top Réseau clinics, about 60% are
referred by IPC.
For services not available at the network clinics, the providers
refer clients as a courtesy per the referral lists provided by the
Ministry of Health and PSI. They have a list that is locationspecific and includes such issues as VCT and maternal care.
In the case of complications from LTM insertions, PSI has
specified a referral point for the client depending on the
severity of the situation. A crisis communications plan and a
chain of communication are also in place for the provider to
use in the case of an adverse event. PSI takes on the financial
responsibility as appropriate with adverse events.
6. Services and Commodities
Services
FP STM
STI
CNG
VCT
IUD
Target group Youth
20
06
20
05
20
00
graph 6.1 Services and commodities offered
under franchise
SW
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WRA
Initially, the Top Réseau network offered three main services
targeting only youth: STI prevention and treatment, family
planning services with short term family planning methods,
and general youth counseling. This choice in services was
based on the growing needs in reproductive health among
youth. The estimated STI rates among youth were high
while the HIV rate was low; there was concern that the STIs
would set off an HIV epidemic. Family planning use was low
among youth even though sexual relations and childbearing
were starting before the age of 19. Additionally, formative
research indicated that youth needed someone to talk with
about reproductive health across more general themes like
relationship issues, sexual health, and information about
contraception. Over time, other services were deemed
relevant and were added on, and the target group of youth
was further broadened.
In 2005, the Top Réseau providers were trained in providing
services for commercial sex workers (CSWs) of all ages. In
2007, services were further extended to specialize in serving
all ages of men having sex with men (MSM) and CSW clients.
In 2006, PSI began to integrate HIV counseling and testing
within certain interested and high-risk-location network
clinics. These clinics were distinguished by the addition of a
suffix to the brand network name, branded as “Top Réseau
Plus”. The fact that Top Réseau had built an image of
confidentiality and trust-worthiness facilitated the integration
of this sensitive service. The service found a significant client
demand that was driven solely by peer education outreach
and referrals. From 2006- 2011, there have been 40, 477
persons tested for HIV across 21 provider clinics.
Also in 2006, USAID had a surplus of IUD and implant stock to
be distributed. This presented an opportunity for Top Réseau
to start piloting the integration of long-term methods into
its offerings. PSI trained a selected number of interested
Top Réseau providers on IUD and Implant service provision
and supplied them with products. Actual long-term method
insertions were low during this two-year trial period, as
funding and prioritization was not focused toward demand
creation. This lack of demand meant that most providers
were unable to practice their new skills with enough frequency
to maintain competency and motivation.
A more complete approach to integrating long–term family
planning methods began in 2008 with funding from a
private donor. This funding allowed for a comprehensive
communication campaign supporting the services and creating
demand. Trainings and quality assurance measures were put
in place to support providers technically. The target group for
these methods was expanded to women of reproductive age.
Since Top Réseau was designed to cater to youth, a parallel
network was devised to appeal to all women, “Profemina”.
The Profemina branding on a member clinic signified that
the provider had been certified and specially trained to offer
high-quality family planning services including long-term
methods. Nearly half of the Top Réseau providers signed on
to provide this extra service. Another thirty-three providers
outside of the network agreed to participate as “Profemina”
certified providers. The experience proved to be successful
and generated high IUD client numbers as there was intensive
demand creation to accompany the improvements and
investments on the supply side. From 2008-2010, PSI was able
to offer long-term methods to 31,523 women through the Top
Réseau and Profemina providers.
initial three core services, but also emergency contraception,
post-abortion care, maternal and child health care, and cervical
cancer testing. Providers will have the option to include
add-ons such as: long-term family planning methods, HIV
counseling and testing, and syphilis testing and treatment.
The integration of new services and new target groups has
been largely welcomed by Top Réseau providers. With the
exception of a certain number of providers who perceive these
extensions as an added burden for which they will spend more
time and lose more money, providers reported in a recent
survey that they were most satisfied with the opportunity
to gain new experiences and skills through growth of the
network.43 The new strategy of increased services and target
groups within the network is seen as a chance for increased
client flow and greater technical expertise. Dr. Mino
Andriamananjara, working in the Tamatave region, says that
one of the most attractive aspects of the new strategy is the
opportunity to evolve professionally and to expand into other
services and target groups.44
The biggest obstacle to integrating new services or addressing
new target groups has been pricing. The ceiling price set by
the network falls below the recommended minimum price
of 5,000 ariary that the ONM recommends. The majority
of providers have found that they ended up losing money
on each individual Top Réseau client. Those that remained
satisfied did so because they were able to recoup the losses
through the increased client flow they benefitted from
as network members or because of their humanitarian
convictions. They also perceived the trainings, supervision
and material assistance as important benefits offsetting some
of the reduced earnings.
Moving forward in 2011 and beyond, PSI plans to dissolve
the Profemina branding and focus solely on Top Réseau. The
positioning of Top Réseau will be expanded to include a larger
range of services and target a broader range of vulnerable
groups. Top Réseau will consist of a network of clinics that offer
services for all men and women of reproductive age. The basic
package of services will be expanded to not only include the
43 PSI Top Réseau Provider Motivation Survey, 2010.
44 Interview with Dr. Mino Andriamananjara, June 9th, 2011.
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The latest policy that PSI/Madagascar is taking with the renewal
of Top Réseau is to abolish the price ceiling and allow providers
to fix their own rates for all services with the exception of those
provided to high-risk groups or youth that present vouchers
for family planning, STI treatment or VCT. While providers will
be free to charge what they want, the network will continue
to encourage them to keep prices reasonable for client access.
Top Réseau providers have responded enthusiastically to this
new policy coupled with the new overall network strategy.
7. Finances
7.1 Prices for commodities and services
Adherence to the network has stipulated that providers must
keep their fees for the target group within a recommended price
range. The maximum price ceiling for consultations is about
the equivalent of $ 0.75, which is less than many other private
providers are charging and more than the public sector. The
recommended price range is slightly lower than the Ministry
of Health and ONM recommendations on consultation prices.
Some clients still have difficulty meeting the low price at the
network clinic. In these cases, peer educators are equipped
monthly with a certain number of vouchers that provide a
reduced fee with a small co-pay ranging from 500 -1,500 ariary
for consultation to the client depending on the region and the
service requested. Top Réseau reimburses the provider at the
end of the month for all vouchers received.
Although a gap exists between provider income needs and the
consumer ability to pay, providers have accepted and appear to
have mostly respected the price ceilings. In some areas the price
is still reasonable for both the provider and the clients, in others
providers feel the price is too low. Many providers report that
the price ceiling causes them to endure a profit loss. Interviews
with Top Réseau providers on this issue indicate that personal
motivation for social action and the increased client flow helps to
compensate for these individual losses.
PSI has verified adherence to price ceilings mostly through
feedback from peer educators linked to clinics and mystery
client surveys conducted on an irregular basis. Peer educator
information has been provided ad hoc on this issue to the
regional office and seems to indicate that providers in general
do respect the pricing. This information may be biased by the
close relationships that the peer educators have with network
providers. In contrast, mystery client surveys have revealed
discrepancies in price. For example in 2010 in Tamatave, at least
one provider was charging nearly four times the fixed ceiling
price. PSI has refrained from punishing or eliminating providers
who commit infractions, but rather has tried to resolve issues
through diplomacy and communications. Confronting these
providers about their prices resulted in significant tensions
between the providers and PSI regional coordinators. The
providers lobbied for the freedom to fix their own prices, and
PSI agreed to test the strategy in that region. At first, provider
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numbers went down when they raised their prices, but shortly
thereafter their client flow resumed as usual. This convinced
PSI both that the population could handle higher prices —
although certain low-income clients might be left behind—
and that the program could try applying the pricing strategy
more broadly throughout the network.
With the new strategy starting in 2011, the fee ceiling point
will be removed throughout the network and an analysis will
be made of changes in client flow and provider satisfaction.
After analysis, new pricing guidelines may be developed and
put in place if deemed necessary. In such a case, PSI will likely
only set a maximum service consultation fee for particular
health services and will allow a flexible pricing strategy for
the majority of health services. Nonetheless, providers will
understand the expectation that network members assure
prices remain affordable to lower income clients.
Member providers reap significant benefits from subsidies on
commodities. Specifically, members of the network are able to
procure PSI socially marketed products from the wholesalers
at a reduced rate than at the regular detailer sales point. For
certain products, such as the IUD, PSI sells directly to the
providers at a price even more reduced than that offered by
the Ministry of Health. No monetary incentives are provided
to providers; non-monetary incentives and benefits include
the donation of certain essential equipment, training and
consumables that providers need to carry out their services.
Unfortunately, several network members have had difficulty
recognizing the value of network benefits like the subsidies
and non-monetary support. As a result, these providers have
expressed dissatisfaction with the ceiling prices and lack
of monetary support from PSI. PSI program management
perceives the lack of “PR” regarding the subsidies and
contributions to network providers and centers as a weakness
in the strategy. In retrospect, highlighting these advantages
and contributions might have resulted over the years in higher
levels of overall satisfaction and less complaints.
Recognizing that the majority of the providers are focused on
their basic material needs and making ends meet, it is difficult
for most to look at the medium- and long-term gains that the
network provides. Despite investments made by PSI to train
providers on issues that add to the overall welfare of their
health center such as
general management,
inventory control
and administration
and finance, there
are certain providers
who do not recognize
this as a contributing
factor to their
career evolution. In
2009, one particular
provider working in Ambatolampy was livid and threatened to
leave the network because her annual evaluation was done on
a market day and she was unable to see her quota of clients.45
Her focus on the short-term gains is consistent with that of the
majority of the network providers.
Recognizing that the
majority of the providers
are focused on their basic
material needs and making
ends meet, it is difficult for
most to look at the medium
and long term gains that
the network provides.
PSI/Madagascar attempted to draw attention to the nonmonetary benefits and potential medium- and long-term gains
for network members by sharing testimonials from satisfied
providers. The program also included satisfied providers from
the pilot site Tamatave, in the lobbying and recruitment process
for the second intervention site at Antananarivo. However,
these experiences, although constructive, were not replicated
as the program increased in size. Reinforcement in this area,
especially with cross-regional sharing of positive experiences,
could help build a stronger team of providers.
7.2 Payment sources
The vast majority of clients in Madagascar pay out of
pocket. The use of health insurance is not widespread;
it is mostly limited to workplace-provided insurance policies.
In most workplace insurance policies, clients are limited to a
small pool of clinics that only cater to those covered by the
insurance policy. None of the Top Réseau providers fall into this
category; they are independent and expect payment at the time
that services are rendered.
At the typical Top Réseau clinic, a client will need to pay a
consultation fee and, in addition, a fee for any products or
additional services rendered. The Top Réseau network has
a cap set on consultation fees, but the client will sometimes
have to pay more than this in order to receive the necessary
treatment or product.
In order to assure that Top Réseau clients can afford the
consultation plus additional fees, PSI offers preferential
pricing to network clinics on its socially marketed products.
The majority of the products including short-term family
planning methods, STI treatment kits, malaria treatment
kits, mosquito nets and home water treatment solution, are
available at the wholesaler price. The IUD is available directly
from PSI at a subsidized price that is lower to members than
through other available channels.
The network has also experimented with voucher schemes
to assure that the most vulnerable clients are still able to
access services. Top Réseau has been offering a certain
number of vouchers per month in each region to clients in
need of financial support. At first, the number of vouchers
was unlimited, now there is a limit of 50 vouchers per peer
educator per month. Generally there are at least 10-15 peer
educators at each regional site.
The vouchers are distributed through the peer educators
at their discretion. The regional coordinator or supervisor
collects the used vouchers at each Top Réseau clinic at the
end of the month. The regional office then reimburses the
clinic for the full ceiling price of a consultation (about $0.75
to $1.00) per general voucher and $0.50 for a VCT specific
voucher. Top Réseau supervisors and coordinators verify the
vouchers that they pick up on a monthly basis from the clinic.
This verification is generally limited to desk verification: they
examine the provider register and make sure that there is an
actual person recorded corresponding to the voucher details
and they may also check with the IPC agent about the voucher.
PSI has encountered two difficulties with this system. The
first issue is that the targeting of the vouchers has not been
specific enough. Approximately 15% of clients with vouchers
for family planning and 27% for STI services were in the
highest socio-economic percentile and probably not the most
vulnerable.46 The second issue is the case of at least one peer
educator and Top Réseau provider acting in collusion to spin a
profit off of turned-in vouchers with no actual client.
While these challenges have surfaced, the vast majority of
vouchers have reached those in need simply because the vast
majority of the population is living in extreme poverty. Many
45 After lengthy discussions with the PSI program management team, she decided to stay in the network.
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vouchers have been distributed without corruption and research
shows that 26% and 20% of clients presenting with vouchers for
family planning services and 21% and 29% of clients presenting
for STI services were in the lowest to second lowest socioeconomic quintile, respectively.47 To address the challenges but
still support those in greatest need, peer educators have been
trained on how to more carefully select and distribute vouchers
to youth at high risk and high need.
During the two years when the Profemina certification and
logo were used, PSI also employed a voucher scheme to help
promote IUDs. This strategy allowed women to receive free or
greatly reduced IUDs at the Profemina clinics; reimbursements
to providers were made at the end of the month as done with Top
Réseau. For a little-known product such as the IUD, this initial
strategy was useful to break down some of the barriers to access
and build demand. However this strategy was deemed costly and
unsustainable, so it was gradually phased out completely.
PSI conducted a pilot project with vouchers for LTMs in the
region of Antananarivo in 2010. The project was different and
distinct from others that PSI had employed because it included
the use of assessment tools by IPC agents to determine and
filter vouchers to those women in greatest need. Potential
clients were referred by their SES status to appropriate health
centers, either in the public for free services or the private sector
with voucher or for those with the financial means, the private
sector with no voucher. These vouchers were valued at 2,000
ariary (about $1.00) and represented the cost for IUD insertion
at the participating network clinic; PSI reimbursed the providers
at the end of the month for each voucher received. Clients
were still obliged to purchase the IUD at cost. PSI awaits the
results of the research study that evaluated the pilot project to
determine if the activities should be continued or not.
46 Client Profile Study: Top Réseau, PSI Madagascar 2010.
47Ibid.
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2 9
7.3 Franchise Finances
PSI’s mid-term plans are to continue subsidizing services.
There is significant pressure from certain donors to reduce
the amount of subsidies on services, such as long-term family
planning services. For this reason, vouchers are no longer
distributed for LTM services outside of a limited number
within the capital and are offered at a more restricted rate for
youth and high-risk groups seeking short-term methods of
family planning or STI/VCT services. Within the LTM service
provision, PSI strives to achieve a CYP rate at $18.
Currently there is no cost-recovery plan envisioned. In
the future such a plan may focus on increasing prices for
treatment, as clients are more willing to pay higher prices for
treatment as opposed to prevention. This might be applicable
to STI treatment or the soon-to-be integrated services of
treatment for malaria and acute respiratory infections.
7.4 Donors
Top Réseau was initially financed by a grant from the GATES
Foundation in 2000 for 2 years. Since then, follow-on funding
for maintenance and extension has come from multiple
sources such as supplementary grants from the GATES
Foundation, the Global Fund (GFATM), USAID and a private
donor. Currently, funding sources include USAID from 20082012 with 25.5 million dollars, of which 10.4 million is allocated
to Top Réseau as well as funding from a private donor from
2010-2012 with 3 million dollars that will be used principally
for provider training and demand creation. The GFATM
contributes some funding to support demand creation within
the project aimed at HIV/AIDS awareness and testing.
7.5 Cost subsidy per unit
PSI currently has a cost per DALY of approximately $32; this
figure is cross-cutting across all platform areas of health
intervention, not just for Top Réseau. For long-term family
planning method service provision, PSI tracks its cost for CYP
and is currently at $18.
8. Logistics
8.1 Procurement and delivery processes
PSI/Madagascar utilizes existing distribution channels to
assure the flow of social marketing goods into the market.
For short-term family planning methods and the STI
treatment kits, PSI uses the pharmaceutical chain, supplying
first the pharmaceutical wholesalers who in turn supply retail
outlets. For condoms, mosquito nets and malaria treatment,
diarrhea treatment and home water treatment, commercial
wholesalers are supplied who in turn supply retail outlets.
As a preferential benefit, Top Réseau network providers
are linked via the PSI regional team to pharmaceutical and
commercial wholesalers for supply of products instead of at
retail outlets. For IUDs, Top Réseau providers procure the
product directly from PSI, at a greatly subsidized price.
The PSI regional team verifies that the network providers
always have a supply of at least the socially marketed family
planning methods in stock. This is part of their regular monthly
supervisory visit. Historically, PSI/Madagascar has not followed
the flow of stock of these and the other PSI products. They have
only followed the sales to youth, but not to other age groups.
As a distribution channel with great potential, PSI missed the
opportunity over the years for better tracking and possibly
more optimization. This was not prioritized at the time at the
risk of increasing paperwork and draining valuable time for
the providers. However, starting in 2011, a new system will be
put in place to follow up on the sales at network clinics, just
as with any other distribution channel. It is expected that this
monitoring will provide valuable information leading to better
decision making about distribution strategies.
8.2 Sales and inventory management
Sales and inventory management has been a weakness within
the program. In fact, although network providers stock and
sell many of PSI’s social marketed products, PSI has not yet put
in place a mechanism to track these sales and their inventory
at the clinic level. The only sales apart from the IUD that were
monitored were those to the target group of youth, although
product sales certainly were reaching other population groups.
Since 2009, IUD sales and stock information has been followed
and this information has been useful in following insertion
trends and assuring sufficient stock levels at each participating
clinic. The lack of sales monitoring for the other products has
meant that this kind of valuable programmatic data has been
lacking. Going forward in 2011, the program will be treating
member clinics as an additional type of sales outlet, thus
implementing a system to follow all product sales as well as
inventory.
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3 0
8.3 Technology
Up until now, the
In the future, the program
program has relied
is considering upgrading to
mainly on lowdata collection conducted
technology solutions.
through cellphone SMS
systems.
Most providers do
not have access to
computers so reporting is
done on paper; for those few with access to computers, some
will fill out their reports via a template. Generally, the providers
fill out their hard copy reports, regional supervisors collect and
enter the data, and this is sent by email to headquarters where
all information is compiled and analyzed. In the future, the
program is considering upgrading to data collection conducted
through cellphone SMS systems.
There are two higher technology activities that the program
does lead. One is an HIV/AIDS hotline that offers information
and referrals to Counseling and Testing centers within and
outside of Top Réseau. The program is considering expanding
this hotline to deal with all health issues that Top Réseau will
be covering from 2011.
The second activity is a branded youth-focused Facebook
page. The youth communications campaign that supports
Top Réseau is branded with the name and logo of “Ahy ny
Safidy” which means, “It’s my Choice”. With 484 members to
date, the webpage offers a forum for discussion among youth,
peer educators and program staff on adolescent reproductive
health issues. It is also a posting place for photos and videos
of “Ahy ny Safidy” events and activities.
9. Quality Assurance, Monitoring and Research
8.1 Quality Assurance
In terms of quality assurance (QA), the Top Réseau network
has introduced norms and standards associated with
providing youth-friendly reproductive health services. These
are detailed in the Table 8.1 below. The Top Réseau norms
and standards are monitored through regional supervisory
visits, mystery client studies and rapid appraisals reviews
by program staff. There have been no formal penalties or
bonuses related to poor or superior performance; in cases
of inferior performance, the program management team
has chosen to work individually with the provider to develop
solutions rather than break the contract or inflict penalties. During trimester meetings, those providers who have shown exemplary
service provision are recognized with small non-monetary gifts such as medical supplies, certificates or branded materials. This
is done on an informal regional basis according to those providers who have made the most progress in improving their quality or
those who have continuously done well during supervisory visits. Providers who have the best performance with relation to the
norms and standards are invited to help co-facilitate trainings with new member providers.
Table 8.1: Definition of Quality Indicators for Top Réseau
Categories of
Quality
Sub-categories of
Quality
Financial
Geographic
Access
Culture
Time
Social
Technical
Norms
Management
Security
At Top Réseau sites
Continuity of Care
Appropriate
referrals
Information and
Knowledge
Method Mix (Family
Planning)
Intimacy
and Confidentiality
IEC/BCC
Informed Choice
Intimacy
Interaction between
provider and client
Acceptability
and
Appropriate-ness of
Services
Locale
Products
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3 1
Summary of Norms
All services should be affordable for the low-income clients, but should also be
at prices that are acceptable and motivating for providers to offer the services
of Top Réseau.
Clinics should be situated in areas that are easy to reach but discreet.
The network should take into account local attitudes related to health services
and assure that they are responded to appropriately.
Hours of the clinic should be convenient for clients and providers should assure
that clients do not have a longer waiting time than 20 minutes.
Providers should not restrict service provision based on age, sex, socioeconomic class, religion, or any other social factor.
Providers should have appropriate technical aptitudes, knowledge and clinical
competency to offer the services according to Top Réseau approved protocols.
Providers should strive to collect appropriate client data, develop and improve
stock management procedures, adequately attend to the upkeep of the facility
and equipment, and train their personnel.
Clients and providers in the network should feel safe: providers should assure
that their locales are not dangerous (electric cords exposed, etc). Proper
infection prevention procedures should be rigorously followed.
Clients should be followed up with to assure that their needs are satisfied, that
they are resupplying their medicine as appropriate, and that side effects are
managed.
Providers should know where to refer clients for high quality services that they
are unable to offer and for resupply of medicine or health products (for
example: resupply of pills or condoms).
There should be an exchange of appropriate information in a simple, complete,
concise and objective manner between the provider and the client. The client
should be provided sufficient time to express his/her needs, worries, and
expectations. The provider should use his/her knowledge and all available and
appropriate IEC/BCC materials including Top Réseau materials.
Providers should assure that clients have the greatest variety of choices of
family planning methods possible, including those not available at their clinic.
The client should receive the method that she/he chooses.
Providers must respect client intimacy at all moments, both sound and visual
intimacy. Genital and pelvic exams must be done professionally, without
comments, in an expedited manner focusing only on what is absolutely
necessary. If possible, examinations of the body and especially the genitals
should be done by a provider of the same sex as the client and should not be
attended by assistants or other personnel. Intimacy and communication
between provider and client should be assured during counseling as well.
Providers must establish amicable rapport with clients, be polite and respectful,
and avoid being judgmental, to allow clients to make informed decisions
concerning their health.
The Top Réseau sign and certificate should be clearly visible and well
maintained in each clinic. Providers should work in a healthy, clean, and private
environment, with interdiction to smokers, and assuring sufficient water and
electricity. Strong attention should be given to assuring proper infection
prevention controls.
All products should be stocked appropriately and resupplying should be done
on a regular basis as needed.
With the introduction of long-term family planning methods in
2008, PSI developed a more intensive way of looking at quality
assurance. The program developed a comprehensive QA plan
based on norms, standards and protocols for service provision,
in particular long-term family planning methods. These
were based on national, international and PSI headquarters
standards. Within the QA plan, PSI composed a dedicated
QA team who train providers on long-term family planning
method service provision, do follow-up supervision six weeks
after trainings, conduct trimester technical supervision with
providers, and annual evaluations. In addition, PSI conducts
an external clinical audit every other year with each long-term
family planning method provider. Up until now, this QA plan has
been applicable only to those providers and clinics offering the
long-term family planning services. However, PSI is adapting
the QA plan to cover all network services and providers, in an
effort to improve quality overall and apply more systematic and
quantifiable standards. PSI has subcontracted with JHPIEGO to
provide technical assistance in this domain.
8.2 Monitoring and Evaluation
PSI has a comprehensive monitoring and evaluation strategy
for the Top Réseau network. On a monthly basis, regional
supervisors and coordinators conduct supervisory visits with
the provider and with IPC agents. On a semester and annual
basis, rapid appraisal evaluations are made following a checklist
reviewing provider-client interactions and facility standards;
these evaluations are done through observation only and
there is no interaction or feedback between the supervisor
and the provider. Results are shared later on after analysis
at the regional and headquarters level. Finally, every year or
two, mystery client surveys are conducted within the network
and the results are shared with the providers. As the network
has grown, time and cost restraints have made it difficult to
continue to conduct mystery client surveys at every provider
center. To address this issue, PSI has adopted the use of LQAS
sampling for the surveys. The latest round of surveys included
19 clinics throughout the country, from which PSI was able to
share representative results to the providers.
For those providers who offer clinical services through the
network such as long- term family planning methods or
HIV counseling and testing, the PSI Quality Assurance team
conducts a semester and annual quality assurance evaluation.
In addition, an external team conducts a quality assurance audit
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3 2
every other year with a random sampling of provider clinics
and a broad-reaching programmatic review.
Providers are enthusiastic about PSI’s shift to adapting the
more stringent Quality Assurance plan measures to all Top
Réseau providers. There has been some frustration with
the evaluations done to date by observation only. Providers
wish to have direct feedback, which is a key component of
the procedures utilized by the QA team within the context of
long-term family planning service provision. In addition, some
providers perceive the extra attention to quality assurance as a
means to improve technically and to excel among their peers.
PSI does not yet have a formal motivation scheme for network
providers based on monitoring and evaluation results. With
the onset of the new network strategy, PSI will be developing
a set system to recognize providers who are doing good work.
8.3 Research
Operational research has guided programming for the franchised
network. PSI/Madagascar has a highly capable in-house research
team that has fostered a robust foundation of evidencebased programming. At the beginning of the project, a mix of
quantitative and qualitative research was used to determine
youth needs and expectations from youth-friendly clinics and
providers, to develop the logo, slogan, and brand name and to
establish and monitor baseline behavior change indicators
Since 2005, PSI has conducted TRAC (Tracking Results
Continuously) surveys every two years, which are targeted
quantitative surveys that provide information on behaviors,
attitudes and knowledge related to a specific health challenge.
This allows PSI to tailor activities to most effectively have an
impact on behavior change. It also provides a measurement tool
for monitoring progress and impact across a range of variables.
Regularly scheduled mystery client studies provide feedback
on provider performance and allow PSI to monitor and
improve quality. This research methodology is applied
primarily for general youth services. Initially the studies were
conducted with each provider when the network was smaller;
as it grew PSI has used LQAS sampling.
Communication campaign evaluations are conducted on a
regular basis to help assess the results and better tailor ongoing
activities to the needs of the target groups. Additional research
studies are conducted as operational challenges or questions arise:
client and provider brand perceptions surveys and a client profile
survey have helped with the network re-positioning strategy,
a provider motivation survey helped examine key criteria for
successful provider performance, new products and campaigns are
pre-tested through target group research during the development
process.
10. Challenges and Opportunities
Integration of new services
The biggest internal challenge that PSI/Madagascar has faced
with implementing and maintaining the Top Réseau network
has been to figure out how to best integrate more complicated
services. When PSI started to seriously expand long-term
family planning services for women of reproductive age, it
began with creating a mostly parallel network, “Profemina”
specifically for family planning. This resulted in a variety
of programmatic difficulties, mainly due to the difficulty of
coordinating two parallel but complementary networks. PSI
struggled with a lack of efficiency and a redoubling of efforts
by the franchise team. The majority of the doctors affiliated
with Profemina were also Top Réseau members; regional
supervisors were obliged to pass by the same provider twice
in a month, once for the regular Top Réseau supervision and
once for the Profemina visit. Providers were frustrated with
the multiple visits and additional paperwork requested. Clients
were confused about the difference between the two branded
networks. The current re-positioning of Top Réseau and
integration of all services under this branding will remedy the
challenges cited above.
Pricing that allows for equity of service
delivery without compromising provider
profitability objectives
In terms of external challenges, the struggle to keep consultation
prices low enough for consumers and yet allow for a sufficient
profit margin for providers has been difficult. Many providers
are at a profit loss with the ceiling prices set by the network. PSI
has had to redouble its efforts to highlight other advantages and
benefits offered by the network to offset the losses. Regional
coordinators and supervisors have been asked to identify ways
of communicating these kinds of benefits with the providers.
The regional team has tried in some informal cases, to adopt a
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3 3
partner-type approach wherein they help assess the financial
and client flow situation at each provider and troubleshoot
problems. With help from the regional team, some providers
have set their schedules to receive Top Réseau clients in
usually low-frequented time spots; others have discovered
that the increased client flow makes up for the lower individual
consultation fee. The program plans to more formally train and
engage the regional supervisors and coordinators as partners
with the network providers; using interpersonal communication
skills the regional team will try to better assist providers to
weigh the real benefits and costs of network membership.
Although this helps the situation, it is not a solution: in 2011
PSI/Madagascar is piloting a strategy where providers are
encouraged to keep prices low but are not bound by a ceiling
point. The impact of this strategy on client access and equity
across different socio-economic status levels will be assessed to
provide for subsequent decision-making.
Equity of service delivery
Another important external challenge for the network is
assuring equity of services. Currently, nearly all Top Réseau
providers are located in urban areas and a few are in periurban sites. An increasing trend in the private sector is that
the few providers located rurally are moving into the periurban and urban areas in search of better incomes. With the
majority of the population living in rural areas and a growing
paucity of private providers to collaborate with in these areas,
reaching the majority of people in need is complicated.
Brand repositioning
The upcoming challenge and biggest opportunity on the
horizon for the network will be the re-positioning of the
network brand. PSI will need to maintain the brand equity
and repute that has been built up over more than 10 years,
build upon this and expand its image. All indicators seem to
point to the success of this upcoming strategy, but the true
test will be implementation in the field.
With the new branding strategy, the network will be ripe
for new services and products. It will be general enough in
scope to allow for easy additions of other health issues. PSI
globally is shifting more into service delivery and with PSI/
Madagascar’s new strategy that reinforces their network and
adds more flexibility; the network will serve as a good jumping
board for even more continued extension.
Although this presents a great opportunity, there will be several
challenges ahead to realizing the network potential. It will be
important to coordinate with other organizations like Marie
Stopes International, who are implementing similar types of
franchised networks. This coordination will be essential to
assure that the network activities complement and assure a
greater coverage of the vulnerable population, as opposed to
entering into direct competition with each other. In addition,
now that Top Réseau will be adding new health themes to
the repertoire of services, the network providers will be in
increased competition with other private providers offering
these other services. Finally, for a nation where the majority of
the population resides in rural areas, the private sector trend
is that providers are moving more and more towards urban
areas. Rural areas have low market potential and are therefore
being covered primarily by the public sector. To assure equity of
services to the people who need it, PSI may need to innovate on
ways to reach the rural population.
11. Lessons Learned
11.1 Prioritize Support and Partnerships
▪▪ It was extremely important for the success of the
network to have top-level Ministry of Health support from
the very beginning; this facilitated entry and buy-in from
the decentralized government officials and among health
professional organizations.
▪▪ The Top Réseau networks are firmly rooted in each region
of implementation. Through the lobbying and series of
public relations meetings and conferences held before
implementation, PSI was able to assure community and
stakeholder buy-in. This has proven essential to the stability of
the network and its ability to weather the kinds of storms that
inevitably arise with any program.
11.2 Foster Good Communication and Create
Demand
▪▪ PSI has made significant efforts to maintain bi-directional communication with the providers. It has treated the providers
as a partner and has been responsive to their needs and
expectations when possible. This type of relationship building
has been important to maintaining membership levels and
satisfied partners.
▪▪ One of the key motivating elements for providers is the
increased client flow that they perceive as a result of the
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3 4
PSI demand creation efforts. The multi-level campaign
with complementary messages has helped get important
behavior change messages out to the people who need it
most, resulting in service-seeking behavior at the Top Réseau
clinic. In contrast with the IUD experience from 2006-2008
when there was no supporting communications and virtually
no demand for the services, demand spiked once intensive
campaigns were put in place.
11.3 Prioritize the Network within the Overall
Program
▪▪ The development of a strategic marketing plan for the
network is very useful as a guide to keep programmatic
strategy on-course. For several years, the network was
considered a supporting product and thus was not accorded
as much priority in overall resources as some of the socially
marketed products. It is now recognized as important for
prioritization and reaching service provision goals, to consider
the network as a primary product.
11.4 Plan for data collection and analysis
▪▪ It is important to follow not only the service outputs but
also the sales. For many years, PSI followed and recorded
only sales to the specific target group of youth. However,
providers sold PSI’s socially marketed products to all ages.
The lack of data on product flow and clientele makes
it difficult to know the full potential of the clinics as a
distribution channel, and to plan strategically.
11.5 Understand and respond to provider needs
▪▪ Considering the providers as a target group is important.
Since the provision of services is so dependent on the individual
provider, it is crucial to assure the provider is competent,
capable and motivated. Some of the products and services
and conditions associated with the Top Réseau network have
been innovative and different from the norm. As such, fully
developed behavior change communications and advanced
techniques in medical detailing are needed with the provider,
to assure buy-in, comprehension, and competency.
▪▪ In addition, assessing and responding to ongoing training
needs is important for maintaining quality levels. Finally, by
studying and communicating with providers as a priority target
group, PSI has been able to keep them motivated in their work
with next-to-no attrition, despite significant challenges.
11.6 Allow for Flexibility
▪▪ A major key to success for the Top Réseau network was
that membership did not mean that providers had to give up
other activities. The Top Réseau network activities were not
all encompassing and providers were encouraged to simply
integrate them within ongoing offered services. This meant
that providers were not limited in specialty and were not wholly
dependent on the network for clientele. It has also meant that
the Top Réseau clinics are perceived as being much more than
just adolescent reproductive health services. This flexibility has
allowed providers to flourish and has given PSI the opportunity
to expand the types of services and products, as well as groups
to target.
11.7 Select providers carefully
▪▪ The program found that among the usual selection criteria
for network membership (provider qualifications, facility
standards, geographic proximity to the target group), another
characteristic was very important: low to medium client flows.
Those providers who entered Top Réseau with existing high
client numbers were at first perceived as the ideal: a rapid way
of reaching many people with targeted services. Yet, these
providers quickly lost interest and motivation with the network;
their time was stretched and increased client flow and reporting
responsibilities were seen more as burdens than advantages.
Instead, the program had more success with providers who
were just starting out with their private practice or who had an
established practice but did not yet have a high client demand.
These providers were appreciative of the increases in client
numbers and had sufficient time to participate more fully in the
responsibilities of network membership including reporting and
adhering to quality standards.
11.8 Clarify Roles and Integrate Internally
▪▪ PSI’s experience with creating a parallel structure for the
ProFemina network proved cumbersome, both externally
and internally. The advantage of the new strategy wherein
all services are integrated under the Top Réseau branded
network allows for more clarity and less redundancy at the
programmatic level. There will be one person at the regional
level who is a focal point to providers for all technical areas,
instead of several overlapping team members who address
both one technical area and administrative/finance issues.
This will mean more responsibility for regional supervisors and
more opportunity for professional growth. At both the regional
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3 5
and the headquarters level, roles are better streamlined with
division between administrative and finance issues assigned to
the administrative and finance team and technical issues to the
program management.
11.9 Start Small, and Then Grow
Starting off limited in scope allowed the program to develop
a foundation from which to build upon later. PSI and the
providers were able to develop a system for collaborating
across a certain limited number of themes and for assuring a
mutually beneficial partnership. The first few years presented
a steep learning curve; Top Réseau was the first social franchise
network in Madagascar. With this experience and base, PSI is in
a position now where it can build and expand upon the network.
12. Appendixes
12.1 Interviews Conducted
Antananarivo Region
Dr. Andry Nirina Rahajarison, Director of the Health Services
Department
Dr. Mbola Razafimahefa, Coordinator of Social Franchising
Antsirabe Region
Dr. Dina Randriambololona, Regional Social Franchising
Coordinator
Dr. Muriel Rajaona Rakotonirainy, Top Réseau Provider
Tamatave Region
Dr. Sandra Rabenja, Regional Social Franchising Coordinator
Dr. Mino Andriamananjara, Top Réseau Provider
Anasthasie Rasoamalala Harivony, Peer Educator/Outreach
Worker
Olga (last name not requested to retain her confidentiality), Top
Réseau client
12.2 Pre-Selection Checklist for Potential Top Réseau providers/clinics
fiche d’evaluation du centre
Nom de l’Evaluateur:_______________________________________________
Titre : ______________________________________________________________
Date de l’évaluation: _______________________________________________
Nom du Centre : ___________________________________________________
Nom de l’interlocuteur : ___________________________________________
Fonction au sein du centre : _______________________________________
Adresse du Centre et Téléphone : __________________________________
PARTIE I/ MOTIVATION ET DISPONIBILITE POUR LES FORMATIONS
Motivation à adhérer au réseau de prestation :
Prêt à mettre en place l’enseigne TOP Réseau au niveau du centre (à une place bien visible à l’ extérieur
du centre)
oui
non
Motivation à offrir les services IST/PF/Santé de l’enfant
oui
non
Visite de Monitoring :
Accepte à recevoir des visites de support technique régulières de la part de PSI ?
oui
non
Norme de qualité :
Accepte de suivre et respecter les protocoles de prestation de service dans ces domaines
oui
non
oui
non
Formations:
Disponibilité pour la formation initiale
oui
non
Disponibilité pour des renforcements de capacité périodiques
oui
Non
Disponibilité pour les réunions d’échange périodiques du réseau
oui
non
Information :
Accepte de partager les résultats des données récoltées par votre centre en ce qui concerne nos
domaines de collaboration, suivant un calendrier régulier
En cas de « NON » à l’une de ces questions, ne continuez pas. Centre à exclure des centres potentiels
OFFRE DE SERVICES PF MLD :
1. Etes-vous intéressé à offrir des services de counseling, pose et retrait de méthodes Contraceptives de
Longues Durée ( DIU, Implants) dans votre centre en tenant compte du temps à passer (entre 30 et
45minutes) avec une cliente pour cette prestation? (avec une moyenne de 4 à 6 clientes par jour)
□ Oui
□ Non
PARTIE II : REGULARITE DE LA SITUATION D’EXERCICE
Régularité de la cotisation annuelle en cours
oui
non
Avez-vous une autorisation légale d’ouverture du ministère de la santé et ONM
oui
non
En cas de non régularité, sous réserve de l’engagement du prestataire, on peut passer à la partie III
PARTIE III/ EVALUATION DU CENTRE
CRITERES DE NIVEAU 1 : INFRASTRUCTURE
Infrastructures existantes
Salle de consultation et d’examen
Espace disponible et privé, le nombre total de salles (le nombre élevé de salles
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3 6
Total de
points
Points obtenus
12.2 Pre-Selection Checklist for Potential Top Réseau providers/clinics
implique que le site peut recevoir plus de clients)
Matériels
□ Eau courante
□ Electricité
□ Table d’examen
□ Balance pèse-personne
□ Spéculum vaginal
□ Système de traitement des déchets
TOTAL NIVEAU 1 : Infrastructure
TOTAL NIVEAU 2 : SERVICES
CRITERES DE NIVEAU 3 : ACCESSIBILITE
Accessible à la population cible
Situé dans un lieu ou la population cible viendra probablement chercher les
services de soins et de santé
- de 3 : difficilement accessible, 4-6 : moyennement accessible, 7 à 8 facilement
accessible
Centre financièrement accessible à la population cible: ont-ils une politique
adaptée aux clients à faible revenu tel qu'un barème de prix décroissant suivant les
capacités financières du client?
- de 3 : consultation à 5 000 ar et plus, non flexible,
4-6 : consultation entre 3 000 à 5 000 ar , flexible pour certain groupe, 7 : consultation
moins de 3 000 ar
Moyenne mensuelle de clients par prestataire
(moyenne mensuelle clientèle PF)
TOTAL NIVEAU 3: critères d’accessibilité
TOTAL DES POINTS GENERAUX OBTENUS
■■
3 7
Total de
points
Points
obtenus
Date 1 :
OUTIL DE SUIVI
RAPIDE
DES CENTRES
Médecin :
1. BUSINESS MODEL
1.1 Logo de la franchise
1.2
1.3
1.4
1.5
1.6
Heures d’ouverture affichées à l’extérieur
Médecin disponible ou
notice d’absence affichée
Prix affichés
Manuel de qualité disponible
Certificat PSI exposé
Date 2 :
Date 3 :
Centre :
Mois :
Proéminent
Attaché
convenablement
Bonne condition
Oui
Oui
Discret
Non
Score
Mauvaise condition
Non
Non
Score
Score
Score
Score
Score
Score
TOTAL SCORE
Instructions: 6/8 à classer grade “A” et 5/8 à classer grade “B”; 1.1 doit être inclus pour grade A ou B
2. REGISTRE DES CLIENTS
2.1 Système de registre de tous les clients
disponible
2.2 Registre client jeune TR disponible
2.3 Registre Client à jour
Oui
Oui
Oui
Non
Non
Non
Oui
Non
Oui
Oui
Non
Non
Oui
Non
Score
Oui
Non
Score
Oui
Non
Score
Oui
Non
Score
Oui
Oui
Non
Non
Score
Score
Score
Score
Score
TOTAL SCORE
Instructions: 3/3 à classer grade “A” et 2/3 à classer grade “B” ; 2.2 doit être inclus pour grade A ou B
3. PREVENTION DES INFECTIONS
3.1 Lieu pour se laver les mains :
Savon et serviette en place
3.2 Décontamination des instruments
médicaux appliquée
3.3 Désinfection des instruments
appliquée
3.4 Dispose d’une méthode pour se
débarrasser des aiguilles
3.5 Bac à ordure pour les autres matériels
3.6 Entreposage en sécurité des
instruments
TOTAL SCORE
Instructions: 6/6 à classer grade “A” et 5/6 à classer grade “B”; 3.1 doit être inclus pour grade A ou B
4. SALLE de CONSULTATION
4.1 Rideau ou panneau séparateur
disponible
4.2 Intérieure non vue de l’extérieure
4.3 bureau arrangé dans le coin
4.4 table d'examen
4.5 Électricité
4.6 Eau courante
4.7 Propreté
4.8 Préservatif disponible pour la clientèle
Oui
Non
Grade
Grade
Score
Non
Score
Non
Score
Non
Score
Non
Score
Non
Score
Non
Score
Non
Score
TOTAL SCORE
Grade
Instruction: 6/8 à classer grade “A” et 5/8 à classer grade “B”; 4.1 et 4.7 doivent être inclus pour grade A ou B
■■
3 8
Oui
Oui
Oui
Oui
Oui
Oui
Oui
Grade
5. SALLE D’ATTENTE
5.1 Plus de 4 sièges disponibles
5.2 Inaudible par rapport à la salle de
consultation
5.3 Radio ou télévision en sourdine
5.4 Propreté
Oui
Oui
Non
Non
Score
Score
Non
Score
Non
Score
TOTAL SCORE
Grade
Instruction: 3/4 à classer grade “A” et 2/4 à classer grade “B”; 4.1 et 4.4 doivent être inclus pour grade A ou B
6. APPRO SUPPORT IEC
6.1 Boite à image IST disponible à portée
des mains
6.2 Boite à image PF disponible à portée
des mains
6.3 Pénis en bois disponible
6.4 Kit de prévention
6.5 Préservatif de démo
6.6 Dépliants TOP Réseau
6.7 Bandes dessinées
6.8 Magazine 100% jeune
6.9 autres (lister par nom)
Fréquence de la visite par le Superviseur de TOP Réseau
Oui
Oui
Oui
Non
Oui
Non
Oui
Oui
Oui
Oui
Oui
Oui
Nom
Nom
Nom
Non
Non
Non
Non
Non
Non
7. ATTITUDES du prestataire, PROBLEME GENERAL et COMMENTAIRES
+
++
+++
7.1 Motivé à rester dans le réseau
7.2 Augmentation de la clientèle
7.3 Autres avantages perçus par le
médecin
7.4 TOP RESEAU : positif pour les jeunes
PROBLEMES :
Qté
Qté
Qté
Qté
Qté
Qté
Qté
Qté
++++
COMMENTAIRES :
TOTAL SCORE
MOIS de la supervision :
Nombre de clients SR du
mois précédent :
RECAP actions à faire pour le mois prochain :
■■
3 9
GRADE mois précédent :
Grade
GRADE mois actuel :
12.4 Sample Top Réseau Contract
AMMS-PSI / MADAGASCAR
PROJET DE SANTE DE LA REPRODUCTION DES ADOLESCENTS
CONVENTION DE MISE EN ŒUVRE D’UNE FRANCHISE DE CENTRES SRA
La présente Convention (ci-après la « Convention ») de mise en œuvre de réseau de centres de Santé de la Reproduction des Adolescents (ci-après
«Franchise SRA ») a été établie ce ____________
Entre :
-
ASSOCIATION MALGACHE DE MARKETING SOCIAL - POPULATION SERVICE INTERNATIONAL/MADAGASCAR, organisation non
gouvernementale dûment enregistrée conformément aux lois de Madagascar, siégeant à l’Immeuble FIARO - Ampefiloha - Antananarivo 101,
représentée par __________________
ci-après dénommée « AMMS - PSI/MADA »
d’une part,
et
-
_______________
dont le siège se trouve à ________________
représentée par _______________
ci-après dénommée « La Clinique franchisée »
d’autre part,
IL A ETE PREALABLEMENT EXPOSE QUE:
En septembre 1999, POPULATION SERVICES INTERNATIONAL, Inc. aux Etats-Unis (PSI), association mère de AMMS - PSI/MADAGASCAR
(AMMS - PSI/MADA), a signé avec une fondation privée aux USA, une Convention de Coopération dans laquelle PSI a accepté d’utiliser son savoirfaire et ses ressources, ainsi que ceux de ses filiales réparties dans le monde, pour la prévention contre les Infections Sexuellement Transmissibles
(« IST ») et le Syndrome de l’ImmunoDéficience Acquise (« SIDA ») dans les pays en voie de développement.
Aussi, sous les auspices et avec l’approbation du Ministère de la Santé Malgache, AMMS - PSI/MADA va développer un réseau de centres
régionaux spécialisés dans les services (ci-après les Services) SRA, ci-après dénommé le Projet.
Il est entendu que la clinique franchisée a déjà franchi toutes les étapes nécessaires pour être admise en tant que membre du réseau de services
SRA, tel que décrit dans le Manuel de franchise TOP Réseau, qui fait partie intégrante de cette convention. La clinique franchisée accepte de
participer à la mise en place et au développement de ce réseau, pour cela il est convenu qu’elle offre des services de haute qualité respectant les
normes et pratiques professionnelles en matière de SRA.
AMMS - PSI/MADA et La Clinique franchisée, chacune agissant par l’intermédiaire de son représentant dûment mandaté,
ONT CONVENU ET ARRETE CE QUI SUIT :
Article Premier : DE LA CONVENTION
Section 1.1 : Nature
La Clinique franchisée accepte de fournir des Services de Santé de la Reproduction conviviaux pour les jeunes dans les conditions spécifiées dans
l’article III de la Convention et dans le Manuel de Franchise TOP Réseau.
AMMS - PSI/MADA accepte de fournir une assistance technique et en matière de gestion, les kits de prévention, ainsi que certains autres services
de support, d’information, stipulés à l’article II de la Convention.
■■
4 0
Section 1.2 : Date d’entrée en vigueur
La Convention entrera en vigueur dès sa signature par les deux parties.
Section 1.3 : Durée
La durée de la Convention est de une (1) année à partir de sa date d’entrée en vigueur.
Sur accord mutuel des parties, la durée de la Convention peut être soit prolongée conformément aux dispositions de la Section 4.6, soit écourtée
selon les termes de la Section 4.10.
Article II : DES ENGAGEMENTS DE AMMS - PSI/MADA
Conformément à la politique nationale en matière de SRA, les engagements de AMMS - PSI/MADA sont définis comme suit :
Section 2.1 : Assistance Technique
Dans le but de renforcer la capacité des prestataires et afin d’améliorer la qualité des Services pour les jeunes, AMMS - PSI/MADA fournira au
profit de La Clinique franchisée une assistance technique régulière et un suivi au niveau :
(A)
De la formation et de la remise à niveau des connaissances du staff de La Clinique franchisée en matière de :
•
Counseling selon l’approche jeune,
•
Prise en charge des IST,
•
Prise en charge en matière de Planification Familiale ;
•
Autres formations considérées comme appropriées
(B)
Du développement des documents et matériels :
•
d’Information, d’Education et de Communication (IEC),
•
de promotion,
•
de supports nécessaires pour la mobilisation de la communauté ;
(C)
De la surveillance du respect des normes, de leur évaluation et de leur remise à niveau afin d’assurer la qualité. A cet effet, AMMS - PSI/
MADA se réservera le droit d’utiliser les « Clients Mystères » et/ou des entretiens avec les clients actuels de La Clinique franchisée comme une des
méthodes d’évaluation de la qualité des services offerts et un superviseur effectuera des visites régulières et périodiques au sein de La Clinique
franchisée;
(D)
Du développement des systèmes de collecte et de gestion de données, comprenant les registres TOP Réseau, suivant le modèle donné à
l’annexe I ;
(E)
De la production de rapports périodiques sur toutes les activités du réseau SRA, incluant les rapports d’activités ;
(F)
De la formulation des procédures d’organisation ainsi que de la stratégie à appliquer par La Clinique franchisée ;
(G)
De la coordination des réunions périodiques entre tous les participants au Projet dans l’objectif de se communiquer les informations.
(H)
AMMS - PSI/MADA dans l’exécution des activités de Suivi et d ‘Evaluation respectera et prendra en considération la disponibilité, la
responsabilité et les obligations des prestataires envers les utilisateurs.
Section 2.2 : Supports divers
Conformément à la politique nationale en matière de SRA, AMMS - PSI/MADA fournira au profit de La Clinique franchisée, les outils suivants :
(A)
Un Manuel de franchise complet et détaillé, faisant partie intégrante de cette Convention, traitant des normes standard relatives aux
Services à fournir par La Clinique franchisée (ci-après dénommé le Manuel de franchise) ;
(B)
Des kits de prévention IST que La Clinique franchisée distribuera au cours de la prestation des Services qu’elle va faire dans le cadre du
Projet ;
(C)
Les documents instructifs et matériels IEC pertinents, éducatifs et attrayants, à mettre à la disposition des clients du réseau pour qu’ils
puissent les emporter ;
(D)
Un modèle de pénis en bois et une certaine quantité mensuelle d’échantillon de préservatifs.
■■
4 1
(E)
Un panneau d’affichage du montant des honoraires pour les Services SRA
Section 2.3 : Actualisation des connaissances sur la Politique Nationale de SRA et des IST/SIDA
AMMS - PSI/MADA informera La Clinique franchisée à propos de toutes les politiques nationales en matière de SRA et IST/SIDA, et l’informera
également par écrit de tout changement dont ces politiques pourraient faire l’objet.
Section 2.4 : Le Logo
AMMS - PSI/MADA autorisera La Clinique franchisée à utiliser le Logo (ci-après le Logo) du réseau SRA suivant le modèle donné à l’annexe II,
pendant la durée prévue par la Section 1.3 ci-dessus, en respectant les exigences prévues par les Sections 3.7 et 4.5 de la présente Convention.
A cet effet, AMMS - PSI/MADA fournira à La Clinique franchisée la(les) maquette(s) du Logo et donnera les instructions d’utilisation et d’affichage.
Section 2.5 : Promotion des Services
AMMS - PSI/MADA développera et exécutera des campagnes promotionnelles de marque et générique à travers le mass média, les pairs
éducateurs et le ciné mobile pour stimuler la prise de conscience et l’intérêt pour ces Services ainsi que pour susciter leur utilisation.
AMMS - PSI/MADA plaidera en faveur de ces Services pour rechercher le soutien des institutions gouvernementales, du secteur privé, de la
population en général et des organisations travaillant au bénéfice de la population.
Article III : DES ENGAGEMENTS DE LA CLINIQUE FRANCHISÉE
Section 3.1 : Généralités
La Clinique franchisée s’engage à fournir des Services de SRA dont elle sera responsable. Ces Services devront être de très haute qualité et
en accord avec les exigences de la Convention, notamment en matière de relations avec la clientèle, d’assistance à la formation initiale des
prestataires, ainsi que de respect des règles relatives à la confidentialité.
Les médecins de La Clinique franchisée s’engagent à payer la cotisation annuelle pour devenir membres du réseau. Cette cotisation doit être
payée à AMMS - PSI/MADA après la signature de la Convention pour les nouveaux membres, et lors de la signature de la prolongation de la dite
Convention pour les anciens membres.
Les médecins de La Clinique franchisée doivent approuver et signer la lettre d’agrément dans l’Annexe II du Manuel de Franchise TOP Réseau.
Section 3.2 : Respect des normes standard en matière de services
La Clinique franchisée réservera un cadre accueillant et confortable aux clients et respectera les normes standard en matière de Services, comme
stipulé dans le Manuel de franchise.
Section 3.3 : Respect des normes de qualité en matière de Services
(A)
La Clinique franchisée doit suivre les normes de qualité des soins stipulées dans l’Annexe III de cette Convention que AMMS – PSI/MADA
se réserve le droit de faire les supervisions et les évaluations par des enquêtes
(B)
La Clinique franchisée devra disposer de tous les équipements et de l’espace nécessaire et convenable pour une fourniture de Services
de haute qualité et de maintenir ce niveau de qualité même en face d’une demande croissante des utilisateurs.
(C)
L’équipement minimum et l’espace nécessaire exigés pour la fourniture des Services par La Clinique franchisée en conformité à la
Convention seront détaillés dans l’annexe IV.
(D)
Si La Clinique franchisée, pour une raison ou une autre, n’est pas en mesure de maintenir comme convenu la haute qualité des Services,
elle doit en informer le Responsable de PSI le plus tôt possible.
Section 3.4 : Personnel adéquat
Stipulé dans l’annexe V : Personnel
La Clinique franchisée fournira au moins, un médecin formé en SRA, PF et prise en charge des IST par l’Approche syndromique, reconnu capable
par AMMS - PSI/MADA, de réaliser les tâches décrites par la Convention.
■■
4 2
Toutefois, pour assurer une meilleure qualité de service et d’accueil, il est recommandé que La Clinique franchisée recrute d’autres médecins ainsi
qu’un ou plusieurs personnels paramédicaux et une personne chargée de l’accueil, tous formés et reconnus par AMMS - PSI/MADA.
Section 3.5 : Fourniture de Services de Santé de la Reproduction pour les jeunes
Afin de maintenir la plus haute qualité et l’uniformité au niveau des pratiques en matière de fourniture de Services pour les jeunes, La Clinique
franchisée acceptera de:
(A)
Faire en sorte que tout membre de personnel en relation, de quelque manière que ce soit, avec les utilisateurs du réseau SRA, respecte et
applique les normes TOP RESEAU, notamment :
•
celles formulées par écrit sous forme d’instructions et de directives,
•
celles communiquées verbalement ou par écrit concernant l’éthique en matière de conseil aux utilisateurs,
•
les procédures et les engagements de confidentialité stipulés dans le Manuel de franchise, mais d’une manière non exhaustive ;
(B)
Faire en sorte que tous les personnels paramédicaux participent à TOUTES les formations et à tous les ateliers organisés à leur profit par
AMMS - PSI/MADA. Qu’ils respectent toutes les procédures relatives aux Services de SRA stipulées dans le Manuel de franchise et prescrites par
AMMS - PSI/MADA ;
(C)
Faire en sorte que les préservatifs, ainsi que les modèles de pénis en bois soient à tout moment disponibles à des fins de démonstrations
;
(D)
Faire en sorte qu’un stock adéquat de produits pharmaceutiques du marketing social, notamment le PILPLAN, CONFIANCE, CURA 7 et
GENICURE , soient à tout moment disponibles en cas de besoin
(E)
Prendre en compte de façon objective les réclamations de l’utilisateur et les appliquer d’une manière effective ;
(F)
Respecter tous les protocoles écrits, les directives et les algorithmes fournis par AMMS - PSI/MADA, concernant la prise en charge des
IST;
(G)
Maintenir un stock suffisant de documents et matériels tels que ceux relatifs à l’IEC, et s’assurer qu’ils sont distribués aux utilisateurs ;
(H)
Se conformer aux autres normes et exigences spécifiées par les lois et règlements du Gouvernement Malgache, ou les exigences pouvant
être prescrites par le Ministère de la Santé ou l’Ordre National des médecins;
(I)
Participer activement à la réalisation et au développement du réseau TOP RESEAU, en s’acquittant des cotisations annuelles et en
assistant, au moins, à 75% des séances de réunion périodique organisées par AMMS - PSI/MADA dans l’année ;
(J)
Suivre les normes et standards mentionnés dans le Manuel de Franchise et le curriculum de formation.
Section 3.6 : Frais pour les Services SRA
(A)
Pour la fourniture des Services, La Clinique franchisée fera payer aux utilisateurs des honoraires dont le montant est spécifié dans
l’annexe VI selon l’accord des deux parties.
Etre disposée à fournir, à la discrétion du médecin, les services gratuitement ou à prix réduit pour ceux qui n’ont pas la possibilité ou ont des
difficultés de payer ces honoraires.
(B)
Le montant des honoraires pour les Services SRA devra être affiché d’une manière bien visible dans la salle d’attente et/ou dans la salle
de réception des utilisateurs SRA.
Section 3.7 : Affichage du Logo
La Clinique franchisée affichera à l’extérieur dans un lieu bien en vue, et non loin des locaux affectés à la fourniture des Services, le Logo mis à sa
disposition par AMMS - PSI/MADA, dans le cadre du Projet dont la dimension maximale ne doit pas excéder 45cm x 30cm.
La Clinique franchisée utilisera le Logo pour identifier toutes ses activités SRA.
Pour l’utilisation du Logo, La Clinique franchisée se conformera strictement aux exigences prescrites par AMMS - PSI/MADA, au nom du Projet.
Section 3.8 : Suivi, Evaluation, Tenue des dossiers
Pour maintenir et conserver le niveau de qualité des Services du TOP RESEAU, des activités de Suivi et d’Evaluation seront effectuées durant
■■
4 3
l’année, de ce fait :
(A)
La Clinique franchisée coopérera pleinement à toutes les évaluations qu’effectuera AMMS - PSI/MADA concernant ces activités SRA.
Pour ce faire, La Clinique franchisée autorisera AMMS - PSI/MADA à accéder à ses locaux et dossiers (sauf les dossiers médicaux des patients qui
relèvent du secret Médical) ainsi qu’à s’entretenir avec le personnel pour permettre périodiquement à cette dernière de faire des observations et
des évaluations ;
(B)
La Clinique franchisée acceptera de:
1.
Remplir le registre TOP Réseau pour chaque utilisateur jeune (15 à 24 ans), et/ou leur partenaire référé.
2.
Remplir toute autre fiche dont AMMS - PSI/MADA pourra exiger l’établissement,
3.
Soumettre toutes les fiches de suivi ou d’évaluation sus-mentionnées aux agents de AMMS - PSI/MADA.
Section 3.9 : Impôts et Taxes
La Clinique franchisée sera seule responsable du paiement de tous les impôts et taxes ou autres charges dues auprès des institutions
gouvernementales malgaches concernant ses propres activités, dévolues et stipulées par la Convention, comprenant sans aucune limitation, les
impôts des salariés ainsi que l’ensemble des taxes consécutives à l’exécution des Services ou autres, de sorte que AMMS - PSI/MADA ne puisse
jamais être recherchée ou inquiétée à ce sujet.
Section 3.10 : Documents écrits et Publications
La Clinique franchisée se conformera aux directives de AMMS - PSI/MADA, concernant l’utilisation et la distribution des publications ou autres
documents écrits qui lui sont fournis par AMMS - PSI/MADA.
Section 3.11 : Accès à la Communauté (participation aux activités communautaires promotionnelles du réseau SRA)
(A)
A la demande de AMMS - PSI/MADA, La Clinique franchisée participera activement, selon sa disponibilité, à toutes les interventions
d’Information Education et Communication telles que : les séances de sensibilisation, les évènements spéciaux, les plaidoyers, les programmes
radiophoniques, les spots télé, etc. du réseau SRA, quelle que soit leur envergure, locale, régionale ou nationale.
Article IV : DISPOSITIONS COMPLEMENTAIRES
Section 4.1 : Relations juridiques
La Convention n’a pas pour objet et ne peut avoir pour effet de créer une relation de dépendance ou une relation de société entre les parties ni vis
à vis des tiers.
L’une ou l’autre des parties effectuera les communications et démarches appropriées et raisonnables pour clarifier le caractère purement
contractuel de leurs relations auprès des autres individus et entités avec lesquels elles sont en relation.
On ne peut opposer à l’autre partie tout agissement non conforme aux mœurs ou aux lois en vigueur à Madagascar.
Section 4.2 : Effet relatif
La présente Convention n’a d’effet qu’entre les parties contractantes.
Section 4.3 : Conformité avec les Lois en vigueur\
Chaque partie se conformera entièrement aux lois et règlements en vigueur, applicables aux activités dévolues à chacune d’elles. Entre autres la
conformité aux lois et règlements qui régissent l’interdiction des actes d’Interruption Volontaire de la Grossesse
Dans ce cadre, chaque partie devra pouvoir justifier, à tout moment, des éventuelles autorisations et licences nécessaires pour l’exercice de ses
activités.
Section 4.4 : Confidentialité
Chaque partie se porte garant du caractère confidentiel de toutes informations émanant et concernant l’autre partie ou lui appartenant par ses
employés et agents.
■■
4 4
Chaque partie ne peut utiliser et dévoiler de telles informations, que dans les cas mentionnés ci-dessous :
(A)
S’il existe une autorisation écrite de l’autre partie ;
(B)
Si elle y est contrainte en vertu de dispositions légales ou de décisions judiciaires ;
(C)
Si celles-ci sont devenues publiques, d’une manière autre que par violation par l’une ou l’autre partie des dispositions de la Convention.
Section 4.5 : Propriété intellectuelle
(A)
PSI détiendra d’une manière exclusive, tous les droits relatifs à ses propriétés intellectuelles, y compris sans limitation, les marques
déposées, les marques de service, les noms de marques, les droits d’auteur et de copie et les patentes (« PI ») que PSI aura mis à la disposition de
La Clinique franchisée aux fins d’utilisation dans le cadre exclusif de la Convention.
PSI détiendra d’une manière exclusive les droits de propriété intellectuelle, plus particulièrement et sans limitation, sur le nom, le Logo, le Manuel
de franchise, les matériels didactiques et tous les matériels IEC ou promotionnels mis à la disposition par AMMS - PSI/MADA de La Clinique
franchisée pour leur utilisation dans le cadre exclusif de la Convention.
(B)
AMMS - PSI/MADA délivrera à La Clinique franchisée les autorisations nécessaires pour l’utilisation dans le cadre exclusif de la
Convention, de tels droits de propriété intellectuelle détenus par PSI.
La Clinique franchisée ne pourra ni revendiquer l’exclusivité d’utilisation de ces droits de propriétés intellectuelles, ni les transférer ou céder à des
tiers.
(C)
Cette clause ne peut avoir pour effet de permettre à La Clinique franchisée d’utiliser les droits de propriété intellectuelle de AMMS - PSI/
MADA, postérieurement à l’expiration de la Convention.
Section 4.6 : Amendements
La Convention pourra à tout moment, faire l’objet de modifications par avenant écrit signé par les représentants autorisés des deux Parties.
Section 4.7 : Cession
Ni la Convention, ni aucun des droits ou obligations qui en découlent ou qui y sont liés, ne peuvent être cédés par l’une ou l’autre partie sans le
consentement écrit et préalable de l’autre.
Section 4.8 : Indemnisation
La Clinique franchisée maintiendra PSI,AMMS - PSI/MADA et toute entité juridique du groupe PSI ainsi que leurs directeurs, cadres et employés à
l’abri de toutes réclamations, obligations et/ou dommages pouvant être engendrés par elle ou par les éventuelles actions de ses filiales, directeurs,
cadres et employés ou contractants.
Si le cas se produit, La Clinique franchisée s’engage à indemniser PSI et AMMS - PSI/MADA pour les dommages causés.
Section 4.9 : Conditions interférant avec l’exécution des obligations
Chaque partie notifiera à l’autre par écrit la survenance de tous évènements et/ou de leurs effets pouvant interférer ou susceptibles de le faire sur
l’exécution complète, opportune et effective des droits et obligations qui lui ont été conférés selon les termes de la Convention.
Section 4.10 : Résiliation de la Convention
(A)
Chaque partie peut résilier la Convention, à tout moment, sous réserve d’aviser l’autre partie par écrit de sa décision trois mois à l’avance.
(B)
AMMS - PSI/MADA peut résilier la Convention à tout moment, avant sa date d’expiration, si La Clinique franchisée manque de se
conformer à l’une quelconque de ses obligations matérielles et/ou ne satisfait pas les conditions et normes spécifiées par la présente et/ou le
Manuel de Franchise et omet de réparer un tel manquement dans les 15 jours qui suivent la réception d’une lettre de mise en demeure émanant de
AMMS - PSI/MADA.
Section 4.11 : Loi régissant la Convention
■■
4 5
En cas de litiges quant à l’application ou l’interprétation de la Convention, et/ou des droits et obligations en découlant, ceux-ci seront traités par un
arbitre désigné par les parties, ou à défaut d’accord entre elles, par le Président du Tribunal de Première Instance, conformément aux dispositions
de la loi n° 98-019 du 11/11/98.
Section 4.12 : Notifications
Sauf dans les cas d’exception expressément spécifiés, toute notification émanant de l’une vers l’autre partie dans le cadre de la Convention, devra
être faite par écrit, et transmise en personne, ou par la poste avec accusé de réception, et sera considérée donnée ou envoyée dès sa transmission
vers les adresses suivantes :
A AMMS - PSI/MADA
Population Services International/ Madagascar
Immeuble FIARO - Escalier D 2ème étage
Ampefiloha - 101 Antananarivo ou
Tél. (261) 20 22 629 84
Fax (261) 20 22 361 89
A __________
Section 4.13 : Accord complet
A partir de sa date d’entrée en vigueur, la Convention constitue l’accord complet, exclusif et final des parties concernant le sujet spécifié.
Elle remplace et annule tous accords ou arrangements antérieurs qui auraient pu intervenir entre elles, qu’ils soient verbaux ou écrits.
Le Représentant de La Clinique franchisée
■■
4 6
AMMS - PSI/MADA
12.5 Organigrams: PSI/Madagascar Senior Management and Health Services
Organigramme Général
Représentant
Résident (Brian)
Audit Interne
(Achille)
RRA (Henri)
Directeur DP (Hery)
Sr. TA Comm &
Rech (letje)
Directeur CRSE (Malanto)
TA Marketing
(Vacant)
Directeurs Inter-regionaux
(Eric & Phillippe
Directeur PS (Andy)
Directeur Finance/IT (Teddy)
Directeur J/GHR (Vacant)
Directeur P/SE (Davy)
Directeur - Santé
Femmes (Karin)
* En orange - les positions proposées, En vert - les positions existantes
■■
4 7
Directeur - RHAA
(Njakatiana)

Madagascar Case Study FINAL Jan12 pdf

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